DXC has a reputation for poorly treating its employees and creating an unhealthy corporate environment. It is unlikely it will find enough qualified workers to fill current openings and do not think for one second that more restructuring is not on the way. It always happens and it will again. This place is a mess.
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@4tuv wrote -
"DXC was always going to be a vehicle to strip, sell, milk and squeeze till nothing is left and the shell can be sold off to the hightest bidder.
Why bother integrating, when you know you will have to take it apart, one business at a time ."
Spot on. And the reason you still see 'EDS-ers' and 'CSC-ers' etc, is that those companies DID have a strong culture and identity. People still get together with their old EDS coworkers - there is an EDS Alumni organization...and I'm sure there are probably similar ones for CSC. I suspect DXC's one is more a Survivors Support Group...
DXC was always a stepping stone to parceling off the good bits for the maximum amount possible. I'm not even that has been successful tho.
@4wtq wrote - "you seem to know a lot of history and have a flair for writing. you should definitely consider writing a blog about this place"
I've watched the company circle the drain for the last 5 or 6 years in its various forms, but I left pretty much immediately after they changed the Severance policy. I worked for EDS/HP for 21+ years before then, all over the world. I got tired of wondering whether I'd have a job next month, and while I had a 6 month cushion, it was something I could deal with. When that suddenly changed to maybe 8 weeks, I put myself first, and found something better. I've not regretted that decision for a second. I think there are people here that SHOULD be writing a blog - I think that more people should see the real effects of corporate greed, Wall Street manipulation and the outright obscene rewards we pile onto executives who exist solely to put money in the pockets of shareholders who do little if anything to promote the long term success of the companies they hold equity in. Employees no longer considered part of the value of a company beyond being treated as assets to be moved, bought and sold as required - and that corporate disinterest in the people is exactly WHY there is no culture, or attempt at integration. You don't give beef cattle names...
Unfortunately, people are more interested in reading (or watching videos) about what breakfast some vapid mouth breathing celebrity had this morning, than anything serious like the erosion of the middle class or the plight of the white collar worker.
@2vos+1jHmxRtg - you seem to know a lot of history and have a flair for writing. you should definitely consider writing a blog about this place
@4vwx+1jHmxRtg
I know where you are going with the "EDS", "HPE" references... I see a lot of that as well. The EDS reference cannot be down to Mike 1/2 in all honesty as the EDS-HP car crash happened in 2007 , long before the the still-brith of DXC.
That one is down to "EDS"-ers proudly continuing to wear the badge of their defunct company .
Mike 1 made some honest attempts at integration, getting rid of legacy Lotus Notes, combining all the disparate units under Office 365 and rolling out some unified processes and tools.
POst merger and creation of DXC, there was no intention to put in any more effort at integration, as DXC was always going to be a vehicle to strip, sell, milk and squeeze till nothing is left and the shell can be sold off to the hightest bidder.
Why bother integrating, when you know you will have to take it apart, one business at a time .
I worked there for two years. That was enough for me. I won't stay in an environment like that. I left in 2020, for more money, better working conditions, and potential for future development.
In my time there, some people still referred to the company as "EDS", others worked for "HPE". No matter how c**p the management, I found this weird. DXC was never going to fully integrate while people decided they worked for EDS. Combine this with the culture of fear instigated first by Mike L and continued by Shouty, and DXC is truly a grim place to be.
Worked there 7 years. No truer words were ever spoken. Wake up every day thankful I don’t work there anymore.
This discussion shows Salvinos analysis is working well:
- Even if you treat your staff bad, a big number will stay.
- Staff complayning about missing pay raises, is like barking dogs don't bite.
- Ripping the company with obscene bonus payments for him, has no consequences.
Yeah, my health insurance went up 46% (an additional $2,886/yr) for the same coverage as last year. Mean while DXC is contributing 8% less than last year toward my health insurance. Fu-k em...time to leave this shithole.
Health Insurance is $1,009.00 more in 2023 over 2022, so another cut in pay!
I think you are right, but I'd also counter by saying Management never really invested in the 'One DXC' approach either. People identified as Ex-EDS or Ex-HP when that merger happened because they continued to get treated differently. Ex-CSC was the same.
Then you throw in the constant layoffs, and managers that have had teams working for them for years are doing all they can to protect the people they have formed relationships with over years and years, and sure, you end up 'circling the wagons' even more - why would you want to be the new guy in a new group somewhere...you're gonna be on the chopping block before Mabel who was at your now mutual boss's wedding...
People were given no choices in how things went, or what they did, or where they reported - the benefits and assurances they'd built up over years were wiped away in moments, any sense of belonging was stripped away, and they were just shuffled around like cattle into whatever convenient holding pen was available until it was time for them to be slaughtered for that quarters sacrificial offering to Wall Street. It's hard to then blame the cattle for not cheering for the farmer...
...but hey...more hay tomorrow...we promise...
One of the major reasons why Mr.Shouty is so frustrated is, both HPES and CSC were a "Conglomerate of Smaller Companies".
https://www.itworldcanada.com/article/a-timeline-of-hps-history-of-spinoffs-acquisitions-and-potential-future/383592
https://tracxn.com/d/acquisitions/acquisitionsbyCSC
As we all know, merging even two small companies with different cultures is not always easy. And here we have two mega companies with combined ~50 different smaller companies cobbled together. Each struggling to band together with catchy slogans like "OneCSC", merging to form an even more bigger mess called DXC (now the mantra is "OneDXC"). Even after 5 years, teams identify themselves as "Legacy CSC" and "Legacy HPES" and different systems including HR / Finance, LoL.
Mr.Shouty did start off with all the right noises, but soon discovered that the middle management were (and still are) running hoops around him. Same for Mr.Drummer. He started off with "One Timesheet" system. Soon realised it is a pipe dream to have any unified system at DXC and all but has given up.
@2ulo+1jHmxRtg
Interesting theory:-
"Mike 2.0 thought he could copy and paste what he did at Accenture and it would work at DXC without appreciating the differences in the companies' bones. "
Mike 2.0 came across as sincere and genuinely different from MIke 1.0 in the initial days.... how he comes across today is a different story altogether
I always wondered why he failed, despite sounding sincere in the beginning. Could you possibly elaborate upon your theory above... what were the fundamental differces between Accenture and DXC at that point in 2019 which caused him to fail down the line?
Brand are you kidding me??? "...what's DXC?"
It's a great brand:
DXC = Don't eXpect Compensation
DXC = Directors eXtracting Cash
DXC = Destroy uneXpecting Customers
Recall that DXC came from CSC:
Cheap Skate Corp
Cheat Scam Connive
Cut Staff Corp
CEO Smells Cash
Company Screws Clients
C0ck Svcking Clowns
etc.
I joined DXC on the CSC side about 11 years ago. We've been in cost take-out mode ever since -- cut, cut, cut. The only way we've ever grown business in any meaningful way has been through buying revenue. Neither of the Mikes has been able to grown the business. Mike 1.0 chopped cost and bought other companies. Mike 2.0 thought he could copy and paste what he did at Accenture and it would work at DXC without appreciating the differences in the companies' bones. That's the most id--tic, rookie mistake one can make. And now he's mad about it and blaming everyone else for his own ignorance and failure. The only way he can save face now is to support a sale, take his change in control payouts and run.
Brand are you kidding me??? "...what's DXC?"
It's a great brand:
DXC = Don't eXpect Compensation
DXC = Directors eXtracting Cash
DXC = Destroy uneXpecting Customers
take your pick
"It's already 15 or 20 years running, and this "entity" still does not have a worldwide recognizable name, it doesn't have a brand name or a brand reputation. It's simply a company that has switched its name at least 4 times."
Oh, it has a reputation alright. Just not a good reputation. Clients are leaving as fast as they can, and spreading the word about how bad DXC is. Staff are leaving and going elsewhere, and spreading the word about how bad DXC is. One guy I know left DXC and went to a role with significant influence (board level) at a major client.... the client is no longer with DXC.
What's frustrating is that CSC was, for a long time, a great organisation (although the same can't be said for EDS). Everything was great until they starting appointing CEOs called Mike, then it all fell apart. Each successive Mike does more and more damage. Soon there won't be anything left, apart from Mike's millions.
The good news is that there's a door. Whether you're a client or an employee, you can leave and go somewhere better.
Not to worry. DXC has now partnered with another great team Manchester United. Our brand name is recognisable wonderfully now. ROFL.
When I left DXC some years ago, one of those managers who always defended and promoted the image of DXC (when he was still in the company), told me that I couldn't be even more right to leave the company. And his words were: no matter how much time it takes, but DXC will be always "in restructuring". And it will happen in the next 5 years too (and he was right).
Think about it: EDS, HP, HPE, whatever pre-merger name, and latest, DXC. This is the history of the company of the last two decades (or even more). It is always in restructuring (like the webs that show "under construction"). It's already 15 or 20 years running, and this "entity" still does not have a worldwide recognizable name, it doesn't have a brand name or a brand reputation. It's simply a company that has switched its name at least 4 times.
Ask people what's DXC. No clue. Everybody knows IBM, NTT, Deloitte, Accenture, etc., but DXC? What's that? I always say that I've worked at HP, because if I say DXC, people always answer: Where?
Even when I say I've worked at HP, most of the people also ask the same question: Ah, with printers?
That's... DXC.