Someone well noted that questions like - when did we lose our commitment and passion for work, should be primarily aimed at execs and senior management. That’s right, because it seems to me that they work by inertia and are not at all interested in getting this company back on track. I understand that it is not that simple, but I really do not see their commitment to improve the situation in this company.
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I disagree with the cigar butt comment actually.
I made the first comment on this thread (about how its fixable if they try hard enough) and I remain confident that is true.
Listen to what Salvino said to everyone this week. His vision is quite clear.
If you wanted to work for Google/AWS/Wipro/HCL I hear they are hiring....DXC has a uniquely different path and just possibly it can work.
The big mistake Lawrie made was a "me too" strategy. Nothing unique about the concept there, just a race to the bottom in a low margin loss leading game - DXC could never compete in the low margin, low cost work many others are fixated on.
However I say again, for his value proposition he needs utterly motivated staff and attracting more talent - both requires decent salaries. Time to invest and pay up to build the environment needed to take that leap.
DXC is what Warren Buffett would call a "cigar butt" company. There may be a puff or two left in it but that's all. But .... it will take clients years to transition off DXC. So in the meantime they are stuck.
@tgm+19z04CRg - I would call for some major changes of 'tack' to get going - if they are serious.
Several problems with believing execs are serious - all are based on honesty 1) When an exec points out issues to new hires with "how ever did that happen" attitude - when it was themselves that cut something to ribbons 2) execs are blinded by focusing on unnecessary costs 👋 without paying attention to the necessary costs 😔 3) employing more managers from successful orgs hoping, nae dreaming it will rub off - even though the org is crippled at points one and two above 4) CEO insistence on terms such as 'stabilising' when talking about consistently 'shrinking' revenue.
How many quarters of 'stabilising' revenue
before the board understands points one, two, three and four - and does something 'effective'?
How many Town halls can you have to talk about...?
Why on earth are exec confused by rife despondency in the workforce when they are lead by people that are not honest, even with themselves!
There is deadwood within DXC, there are also pools of brilliance, but because of persistent manager swaps the two cannot be separated - DXC continues to lose smart cookies, through ineptitude.
It must be very confusing at exec level they clearly have no true picture.
@tgm+19z04CRg - I would call for some major changes of 'tack' to get going - if they are serious.
Several problems with believing execs are serious - all are based on honesty 1) When an exec points out issues to new hires with "how ever did that happen" attitude - when it was themselves that cut something to ribbons 2) execs are blinded by focusing on unnecessary costs 👋 without paying attention to the necessary costs 😔 3) employing more managers from successful orgs hoping, nae dreaming it will rub off - even though the org is crippled at points one and two above 4) CEO insistence on terms such as 'stabilising' when talking about consistently 'shrinking' revenue.
How many quarters of 'stabilising' revenue
before the board understands points one, two, three and four - and does something 'effective'?
How many Town halls can you have to talk about...?
Why on earth are exec confused by rife despondency in the workforce when they are lead by people that are not honest, even with themselves!
There is deadwood within DXC, there are also pools of brilliance, but because of persistent manager swaps the two cannot be separated - DXC continues to lose smart cookies, through ineptitude.
It must be very confusing at exec level they clearly have no true picture.
Actually, I'd disagree, they do seem like they want to fix it.... Its just that actually doing it seems to elude them so far.
I think probably the key is trying to improve morale and that's only possible with stopping wfr and actually delivering (reasonable) raises that most haven't seen for some time.
Do that and see what a difference it makes. It might sound very self centred but we all work to be paid and when no matter how hard you work and how successful you are just sees the company demand more and pay no more....
Salvino today talked a good talk but he's done a lot of that. Time to deliver.