Thread regarding DXC Technology layoffs

@Pv6109F-3dms - Well mate, you wont be there for long .. will you be able to find another high paid job for doing nothing all day? Doubt that .. you dont have any skills other than lick an a--. Hope that wipes that stupid smile of your face.

first rules of CSC Management Survival......

• Never give a s---er subordinate an even break pay rise. Especially the idiots who work hard and don't complain - keep your boot on their head to keep them keen, and burn them in the field. When they eventually cotton on, get rid of them when you can

• If you have a choice, always bin those that could replace you first, followed by the most incompetant and then when you have to cut meat, go for the middle performers to comfort/confuse the rest that remain.

• Always make sure there is always someone less performant than you in your team - a focus for others to think they are safe, and ensure FUD remains because "you're a good guy and no-one tells you anything".

• Always answer an "Am I next question?" with "I don't know" even though you know you already selected the bin sequence a long time ago.

• Vary the bin sequence according to work demand and risk - wait until subordinates hit the bench before binning

• Tell everyone to take a 2 week break at Xmas and then bin them 2 weeks before (that way you only have to give 2 weeks "project release" notice instead of 4 - helping you to achieve your bonus

.....Yep - seen it all and done it...still here :)

@Pv6109F - You, that says "dont blame me" are to be blamed. You as a manager, what have you done to protect the people that report into you? What have you done other than protect your own a--? Ill tell you what, nothing. And that applies for most of the so called" manager" who are nothing but a-- kissers, which no managerial experience, and only got in that position, because they were so stupid to be manipulated.

Stop moaning about it, and do something about it. if you cant, piss off then. But dont come here saying " dont blame me" because you are to be blamed if youve done nothing, again, if there is nothing you can do, just leave. Dont stay in DXC and just say" i cant do anything" but i enjoy getting paid for nothing.

"Stop blaming the wrong people"

What a crock of sh*t - ML may choose numbers, but middle managers choose who goes, and they always cook the scoring.

If you're chosen to be in a redundancy group, always check your scoring.

we should blame the toilet roll supplier who refuses to give huge discounts over a carton of toilet roll order for dxc. How shameful is that?

joining dxc is like being involved in a natural disaster or road accident! fck mikey for being the retarded bstard!

@1cji

Thanks for your response - great insight to how it’s been for years at DXC and it’s antecedents.

The last sentence at 9 / 2 is good advice, anything is better than staying in this wreck of company.

Mick

Re 1cji

No idea what went wrong with the numbering!

Hi Mick, @lapg

Lessons learned are many

1. Don't think that working exceptional hours will keep you in a job. McKinsey cares only about what you cost.

2. Respect your peers and immediate reports. You are all in it together. There is no us and t below L4

3. Don't trust an L4 or above further than you can ejaculate, at my age that's not far.

4. If they tell you you are going don't waste time appealling. Use your final days for 100% job hunting and CBT to brush up your knowledge

5. If they still offer resettlement help use it. In the UK it is excellent

6 Start job hunting straight away don't switch off as you never know how long it will take.

1. If you end up back with DXC as a contractor nfkate your rate as you can be sure they will try to cut it mid contract

2. Keep n touch with people it's a good support network

9 As long as you are still in the job do not lie to your people. Ever.

1. Don't be down or bitter about it. There are far better opportunities ahead

2. Don't be afraid to jump. I hung on for a couple of years and wish I hadn't now as my family are happier now I'm less stressed

I was a DXC manager. I quit few months ago. I know I was a good manager and genuinely cared for my team. I tried really hard to ensure they were all billable and forewarned the team multiple times on what could happen and that they need to be prepared. Some took my message seriously and some just didnt as after decades in the company they were hoping that even if they got the boot they will use the severance package and then look for another job later. When they did get the boot, it was a very crude wake up call because they didn't expect the peanuts they got. I was in touch with them even after their exit helping them with preparing resume and giving them guidance on how to approach interviews and so on. After couple months of intense searching they finally found other jobs.

I pushed my management (L4 & L5) hard to stop this madness and that this hard-line approach will eventually get us out of business but it was like a dog barking at a wall. I think they listened but were under tremendous pressure from their higher ups that nothing changed. Every month I was forced to give names for the next round of layoffs. I couldn't take it anymore and quit. I felt bad for my team but I knew my turn will eventually come and I have a family to support. My customer was slowly loosing confidence in the account and was giving projects to competition because they could see the constant layoffs, turnovers and the teams reeked of very low morale.

The strategy of the company is utterly flawed. They say they are aiming for differentiation but they are playing the same cost game like others and there is no way they can win that race. The industry is destroying itself. There is absolutely no entry barrier and all players are trying to undercut each other by playing the cost game.

This merger defies all logic and common sense. The notion of marrying two failing companies (CSC and HP ES) will suddenly result in a winner is screwed up thinking. And especially when the new entity is being run by the same leadership which failed CSC in the first place.

The only way to save the company is to fire the so called "Leadership" up to L4 and bring in new thinking and strategy. Until then the suffering will not end till DXC files for bankruptcy :(. Very sad to see whats happening.

If the so called managers were so good, why was the resourcing not done correctly for such a long time that they work in fits and starts. Why are the managers not pressurizing the higher ups not to make sudden hasty decisions which affect employees in bulk.

There is no significant work that DXC managers do anyways, other than creating chaos. They are neither involved with day-to-day customer calls nor attend to escalations. Just boss around doing nothing and if any one opposes, then threaten about FPR.

Now when things are wrong, and employees are gone, what exactly are they managing being "people managers" ?

@1apg

That’s fair comment - you ask for understanding from the ‘shop floor’ which is a reasonable request, but in doing so please try and understand how your subordinates feel about the treatment from those above you, and within that, the poor communication and perceived lack of empathy from your cohort of managers, though I do acknowledge that maybe (and it’s a small maybe) that you were all in a difficult position.

As an aside have you learnt anything from you management time at DXC and it’s forbears?

I wish you best of luck for the future.

Mick.

@mvb

The post that was used to start this thread was a cut and paste of one of mine. Don't bother trying to persuade the whiners away from their blinkered view. It's a waste of time, they've decided to wallow in self pitying victimhood and blame the messengers for all their woes rather than the instigators, Nefkens and Lawrie.

As for the comparison between local management and Nazis only obeying orders. Grow up, It's pathetic.

Ultimately I don't care anymore, I have my payoff safely banked and a job elsewhere where I work with engineers that see me as part of the team rather than some mythical beast out to screw them over . Whatever self destructive path DXC opts to follow doesn't bother me anymore.

I don't know WHAT Project Managers you are speaking of, but the ones at my account (myself included) are working crazy hours (6-7 days a week in hours), on-call 24x7 and some days, I can barely use the restroom!! Never get lunch, doing the work of 3, it's nuts! Wish I knew which accounts, because I'd love to do less to equate with my salary! No raise in 4 years, but multiple "promotions." I assure you, I am not one of the guys making the big bucks!! :)

"It has become appallingly obvious that our technology has exceeded our humanity." - Albert Einstein (1879-1955)

I guess you are all HPE'ers talking here. You haven't yet figured out Mikeys strategy?

Once upon a time CSC was like HPE. All sorts of managers with all sorts of empires who did what they liked and ignored what they wanted to.

Told to reduce costs they just made some minor tinkerings at the edges and said "that is all I can do" and the CEO just said Ok, as long as you tried.

Mikey walks in, fires everyone within pistol range, burns management to the ground completely and hires new. The new guys are told "follow orders or else". After several people choose "or else" only the supine are left standing.

These aren't managers, they control NOTHING about their destiny. They are given impossible targets and crucified on the lawn of Falls Church for their failure.

THIS my new HPE colleagues is what you are looking at, you just haven't realised it yet.

It won't be anyone's fault when you get RIF'ed but L1/L2, everyone else is indeed following orders with only a firing squad as an option instead.

I know it didn't wash in a war crimes trial, but this is DXC, there will be no war crimes trial.

theoretically... "service delivery, operations, project, project -coordinators" are all billable resources

practically, the clients do not want nor need any of the above in day-to-day operations, it should be only as and when required

when you have 40 percent of the staff as managers with over 20 percent being people (HR) managers then surely something is amiss.

This problem can be fixed by removing the FPR process/review as done in Accenture, as Accenture folks have realized its no point having managers for the whole year just for year-end grading.

@DXC the manager can rate/grade you a--/he likes, so s/he holds you hostage throughout the year because of his 1 year-end action.

@DXC manager means --> dont work, delegate all work, take a fat pay check for doing absolutely nothing.

NGDM (Next Generation Delivery Model) has replaced the 'Delivery Manager'

I don't think so this is what they mean in the bottom.

What they trying to say is there is good and bad management people. Probably just bad is more than good.

That's what i can conclude.

Lol. So the thread has turned into an 'all management are ***tards' site now, has it? All 7 levels.

Fair enough then. Maybe the forum should be changed to 'protect the level 8 engineers forum?'

Anonymous with id: @Pv6109F-bln

Yes, you are very neutral. I agree with your point. I saw a lot of extremist over here that is complaining without fact. There is good and bad everywhere. Don't conclude everyone as the same.

I am just an engineer, i do have bad team mate and good team mate too.

Factisnotwhatyouliketohear

I think I am wrong earlier, after i read through your post, I realize that it is quite true. Indeed responsibility is with the top management. Problem maker is the CEO.

Apple success with Steve Job because he is a great innovator and leader. A company fail because a poor quality CEO.

There are good and bad management here. Even the good ones have to follow rules, not orders. Rules are things like cut 10% off your staffing and budget. Orders are things like increase revenue by over billing the client. The good managers have to follow the rules and do some ugly things if they want to keep their job. However, the good managers can also have a voice and speak up for what they see is wrong.

I have an example the other day where I was asked by a "bad manager" to bill the client double the hours of what we actually worked in order to meet forecasts. I immediately sought out a "good manager" and informed them of the situation and that I did not want to be caught in an ethics violation.

I don't know what happened to the bad manager, but the issue was escalated and I covered my arse. As long as we stay in DXC, we will be asked to do a lot of ugly things. That is the nature of this business, it is rotten from the top. However, we can still act humanely and try to treat people with dignity and respect in the middle of this storm until we can all be lucky enough to find other opportunities with better companies.

I have seen some sly behaviour by the majoity of senior managers over many years.

One might say they were following orders, but most of what I saw was the promotion of their own and their cronies interests, going to jollys and permanently booking to project WBS codes doing f* all and "working from home" while their subordinates were slave driven and left unprotected.

I shed no tear for all of them - their demotion and removal is long overdue and their complete removal/replacement can't come soon enough .

I am with the organization for long time, and I left about 2 years ago. I setup my outsourcing business, and now, I can make close to 8 digits profit.

Everyone putting the blame that the IT landscape is changing. Yes it is changing, but problem is not with the change. Whenever there is a change, there is opportunity.

Problem with DXC is very visible. Only idiot can't see it well.

1) Mike Larrie is old and stupid, taking too much of the bonus during hard time.

2) Whole new Level 1 and Level 2, need to be removed from the DXC organization. Easily able to reduce 100 million USD of recurring cost.

3) Wrong direction and strategy.

4) Because L1 and L2 is way too expensive, how can you compete with India. Move the HQ to Asia is a wise direction. Put the management in Singapore or in Malaysia.

5) By doing all the above, it will benefit AMS and EMEA region, better profit margin, cheaper solution for end user, and more sustainable DXC.

Theory is simple:-

You can cut someone in AMS, that might be worth USD150,000

You can cut someone in EMEA, that might be worth USD 130,000

You can cut someone in India, that might be worth USD25,000

You can cut someone in the rest of Asia, that might be worth USD20,000 avg.

But if you cut Mike Larrie, easily save USD15,000,000.

That is equal to 100 AMS resources. By common sense, the board assumption is 100 American is less intelligent than Mike. (American, you all idiot)

EMEA, you more idiot.

Indian, you extreme idiot.

Asian, you are totally retarded.

Do you think this statement is correct?

Satya Nadella can be CEO. China company can grow much better.

DXC claims that their previous HPE cloud failed because it is late. Too slow in execution.

But infact, Alibaba introduce Alicloud this year, and they are moving in the right direction.

It is not about being the first people or the last people, as long as you have right direction, you can success.

Fact proved that the management is disabled. No brain, no intelligent, another word STUPID. (TOP management is real idiot FACT 1)

General motor produce car in 1908. Toyota produce car in 1937. Close to 3 decades. But they are most successful manufacturer now. It is not about who start first, but who can continue run longer. (Top management is real idiot FACT 2)

CSC started as IT company 1959, Google started during 1998, Facebook year 2004. You can compare it now. (Who is the idiot?)

Why keep blaming the top?

1) Company direction is coming from top, when it failed, it is because of the top person. When it success, it is because the top person. Now very visible that the whole company is going to drain. But the top person is cutting the bottom, to show that he is hero that can sustain the company. Chopping people job and think that he did a great job is just exactly same with insane killer that kill and rape a bunch of woman and assume he is the greatest man in the world.

2) Apple success and fail upon steve leaving the company, once steve back, apple successfully regain reputation and growing (proof the important of real quality leader), because of his innovation. DXC, no innovation. Cutting people is not innovation. When business is not doing well, you need to find a blue ocean strategy, to grow the company in the right direction, and not stuck yourself in red ocean.

3) Cutting headcount is temporary win. When you left nothing to cut, it is too late to recover. Only stupid older generation will think that it is still the right way to go. Now is 2017, please wake up. This is not 1950 anymore.

DXC want to be real success? Change them. Use brain and think, what is really right and what is wrong.

Easily if i want to continue, i can write a book of "incompetent old man dragging the company to hell".

Please wake up investor, please wake up american, please wake up everyone!

‘ I was just following orders -Adolf Eichmann

Otto Adolf Eichmann was a German Nazi SS-Obersturmbannführer and one of the major organizers of the Holocaust.

... During the trial, Eichmann did not deny the veracity of the Holocaust or his role in organising it, but claimed that he was simply following orders .....

[taken from Wikipedia]‘

That didn’t end well either did it.

I was WFR’d in March, best thing that has happened to me in twenty years. I’d stopped following orders and withdrawn my labour individually years before in silent protest at the sh--ty way we were being ripped off, a fair few of my colleagues did the same, thing is, management was so far removed from us they didn’t even know (or seem to care)we were doing it, the fact we had so many managers in my last three years, worked for us, not against, more than one way to skin a cat eh!

I do struggle with what you are saying, but at the same time partly agree with you. I suppose ‘they’ have us all by the bollocks, we are all at the mercy of the top leaders and the Shareholders.

It’s our own stupid fault for trusting the lie they have been telling is for the last decade or so. We should have all withdrew our labour and fought for fair treatment from these greedy corporate mega companies years ago, trouble is I could never see any of my recent managers joining us, couldn’t even get them to have an open honest conversation with us without fear of retribution.

I was just following orders -Adolf Eichmann

Otto Adolf Eichmann was a German Nazi SS-Obersturmbannführer and one of the major organizers of the Holocaust.

... During the trial, Eichmann did not deny the veracity of the Holocaust or his role in organising it, but claimed that he was simply following orders .....

[taken from Wikipedia]

‘ They were just following orders! ‘

Now let me think, wasn’t there another group of loyal followers just ‘following orders’ in recent history? Now who was it?

As a manager you are supposed to manage, not blindly follow orders. thats the main problem in the first place. Engineers are working on fixing client raised technical issues while the manager bastards are following orders of robbing the engineer by negotiating low salaries, bad employee practices, and at the same time earning a huge bonus at the end of the year for reducing costs.

So it is clear that as a manager you were not true to your job but rather warming a chair and taking a fat salary for doing nothing.

When the situation goes bad you need to find someone else to put the blame on. shameless managers.

As an ex-manager in DXC, I was just as fed up as everyone. Yes, you try and put on a brave face and work around the childish and stupid practices and give a positive message to your team. But by mid 2016 onwards, it felt like you were trying to justify a suicide mission and although it wouldn't be professional to criticise the upper echelons to your staff, it was obvious that Management had no control.

Being in DXC as a manager was like having your hands tied

To recap OP... Leave the managers alone! They were just following orders!

Totally agree