Lots of exit work on current accounts coming to an end and not being renewed. Always plenty of positive ‘pipeline work’ mentioned on town halls but we know the score. Every one I know is quiet quitting and has been since virtual worker was forced on us in 2020!
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Odd because sales in the u.k grew YoY... No idea why that happened?
@bc "The only way forward? Start again. Build a new DXC outside of DXC." DXC had a DXC outside DXC that was growing, thriving, profitable and a great place to work, this other DXC had a trusted brand that was loved by clients, no red projects, deliered real value and business outcomes. It had simple tools and processes, it invested in its people and its portfolio. It was called Luxoft
However DXC's leaders thought that the DXC ways of working, tools, staffing and management were better and insisted on applying them to Luxoft. All gowth stopped, senior management in Luxoft have gone and Luxoft is no more.
The only way forward is to get out of DXC and find a better company to work for... leave DXC to die.
@bz sums up DXC perfectly
The company has regressed to a Victorian-era model: bosses shout orders, workers obey, and no one is meant to question or add value. The problem is, the bosses don’t actually know what they want, nor how to delegate, prioritise, or get tasks closed, and charged for.
The result? Middle managers running around escalating everything, generating an endless stream of emails. “When will you get to my task?” Answer: probably never, because I’m too busy replying to status update requests — explaining that I’m too busy giving status updates, doing training, filling in timesheets — to actually find the time to consider how to do things properly and get any useful work done here!!
I agree about the trust part. Staff don't trust DXC leadership and from the monitoring email leadership don't trust staff, so DXC is doomed
Busy doing nothing!! All this started long before COVID times. I saw people who would claim they had a lot to do, but when you dug into it—it was just fluff. They spent longer yapping in the kitchen than actually working. Come 5pm, they were out the door like a shot. When anyone dared suggest things could be improved, automated, or even scrapped altogether—nobody was interested.
Roll on a few years and now clients expect security, monitoring, and fault tolerance out of the box—because the tech and thinking have been around long enough that it’s now considered baseline. So why isn’t it there already? DXC is way behind. It left its enthusiastic, engaged, and loyal staff to rot. And now it’s stuck with a mess that will cost more to fix than it would’ve to evolve naturally, had they not sold out their people years ago.
We sell people. It's people who cost money. Software is free. Cloud costs pennies. Management failed to recognise their real assets. And like old toys, the moment you were hired, you became yesterday’s thing. And so the downward spiral of culture began.
The only way forward? Start again. Build a new DXC outside of DXC. A clean slate. Then sunset the legacy—business, systems, and yes, staff too—because trying to retrofit success into a crumbling framework won't work. The biggest problem isn’t the tech. It’s trust. The clients don’t believe in DXC anymore.
And honestly? Why should they.