It's all because DXC managers only know how to cut.
They have never seen growth in thier experience,so don't posses them skills.
How can such managers comprehend dealing positively with employees when thier only game is to chop. They can't reward, encourage, or positively progress employees.
Employees need $$$$$ to survive, managers reward by furyher skrewing over already screwed people.
Situation just getting dire, with morale at a low.
@2ouo+1mTpFwIh hits the nail on the head.
No people managers are trying to get increases for people who meet or exceed goals , but our hands are tied can’t do sh-t.
I think Mickys storybook has run out of ideas. It's was mainly big bull words to impress Wall Street and the shareholders whilst he and his gang raided the company dry.
His then reverted to M1s playbook which is just cut everything and shutdown the company. His not even trying for growth now and the people below him have no brains to think for themselves. They just reshuffle every so often. You'll notice Jimbo Brady is doing exactly what Bagal did when he took over which was a load of cost cutting. Likewise same for the others. Mike's other half has been doing the same for 3 years, shes pretty much nothing. Just repetitive over and over again.
This company is rising like a lead balloon.
I left as a manager early on in DXC. The cutting was indiscriminate and didn’t make sense cutting billable staff and having to tell the client that we would have to replace an experienced onshore staff member who understood the client’s business inside and out (and who had the client’s respect and trust with a grad from Hyderabad who had no sector experience and I doubt much project experience since I heard, after I left, that the project failed to deliver early milestones and lost customer confidence.that the whole idea was abandoned and the guy they fired could have done it in their sleep. That I merely confirmed to me that DXC did not have a clue what they were doing, both strategically and operationally. Life back then - and what I continue to see there now - is just a massive $hit$how.
So good to have had the chance to work in and with companies that understand what customer satisfaction really means but also the importance of retaining the best staff through reward and recognition. I mean proper reward.
Sounds like you were more a bottom of the chain manager.
The middle and upper ones need their skills updating urgently.
How many of them you know are selling the peanut butter stack? How many are proactively going to clients and selling business?
All they do is focus internally of how they can shrink the company and chop anything they can.
It's a mindset and that's why the company has beengoing down a steep hill.
They should be measured on how proactively they have grown he company , not by how much they have shrunk it.
Ex-DXC Manager here.
It's frequently not that DXC Managers want to cut. It's that they're told to cut, and by how much. Many would like to grow accounts and business. I remember a conversation with one of my leaders when I was at DXC. It went like this:
Boss: "Hey, Sukma, you need to WFR 5 of your team, oh, and you're at risk too"
Me: "My team are all deployed on billable client work, we can't cut anyone, it will break client delivery"
Boss: "Tough, you need to get rid of 5. The leadership in Tysons says so."
Me: "So which clients shall we upset by pulling key members of their teams?"
Boss: "Doesn't matter. The ones you don't upset this time will get hit next time."
I had similar conversations loads of times. On one memorable occasion I remember a team of 11 at a key client losing 9 members to WFR in one go. When only 2 of us turned up on Monday, we found we'd lost the client entirely by Friday.
I left, as I couldn't tolerate that style of "Leadership" any more. Most tech companies have been growing, except for DXC. Why? It's because Mad Mike worked out that the fastest way to grow his own bank balance was by cutting costs to boost short-term profits. He doesn't care about the damage he's doing to clients and employees - he just wants the retirement fund for himself and his Finchy.
When he took over, he had a viable business that was still providing good services to many clients. He could have built on that and turned DXC into something great. But instead he's gradually destroyed the company whilst putting millions into his own pocket. For this, he's one of the highest paid CEOs in the tech sector.
DXC managers think that by sending you a email link to DXC University they have trained you and the company somehow has magically grown.
What happened to all that using ITO and moving up the stack to sell more?
Does any manager do that, sell DXC stack to existing and new customers? If so we haven't seen any results from it winning new business or growth.
Was the Stack another buzz word used to impress the analysts and for slide presentations only?
Until this constant cut focus changes this company is going nowhere.
The top need to start changing the tune it's been 6 years of DXC transformation alone and more prior to that.
There's so many legacy middle managers who need to be sent on a 6 month re training exercise as they are 1990s.
Thier management style is the equivalent of them still working in a legacy mindset when we are supposed to be in the cloud.
The higher management need to make it clear, we are either a cutting, shrinking company or we are going for positive growth.
Management actions need to demonstrate thier confidence by firstly announcing the pay increases.
Until then more clients leaving.....