Maybe someone can help me understand something. I- like most employees- have not seen a bonus or raise in years. The company always cries poor whenever the topic is brought up. What I don’t understand is how, then, we can afford to have so many consultants walking around. Between PwC, McKinsey and many others we are paying millions of dollars day to “management” consultants. This would be understandable if the stock was booming and the company was k–ling it when it reports earnings but the reality is the stock has tanked for the past two years and earnings s—. I also would understand if these consultants had only been around for a year or so and haven’t gotten sufficient time to employ their strategies but they have literally been here everyday for at least the past 3-4 years. When will someone come to the conclusion that these people are worthless.
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it's "fees"
We're a Outsourcing company and you have the nerve to complain about Consulting fee's. That is what we do and now we are outsourcing our internal people as well.
f—ng id–ts who post on this site
Sal got a "proven playbook" don't you know or maybe not. Perhaps we have all been fooled and it's just a colouring book. Not too worry Sal, you just sit in the corner and we will get you some new crayons.
I know people who work at McKinsey. They genuinely believe they are providing strategic value to their clients. What they don't realize is how completely aloof and clueless they are - despite their Harvard MBAs
It's like someone posted earlier - it's so that the consultants can look as if they're saving DXC money and are, therefore, a great bargain for the company. The other part of the answer is outright greed - those at the C level want to increase their own personal wealth at any cost. So if that means screwing employees out of cost-of-living raises each year, so be it. After all, a couple of more homes, a few more yachts, steak and lobster each night - hey, it's worth it to them.
McKinsey is just text book regurgitated. What a waste of money. First thing should be to chop them.
@efq+13x5XLGC Those timings were hilarious. We had a similar exercise (in the EDS days); I think they gave us an hour for an incident; two hours for an IMAC and a few other things I forget now.
Get a requests for for 16 new users; feed them into the script that creates the new users - almost a weeks worth of allocated work done in < 10 mins
Another angle is that if internal DXC processes are so good then why are the processes under constant change? Just look at the pathetic travel and recruitment processes which are far from being the best of class.
It's all a load of bollucks especially if anything useful comes from McKinsey. On the other hand I am so grateful that the McKinsey muppets led to my name being put on the WFR list, just to save $$$$ on my salary and several cheapskate yet inexperienced Graduates took on my work. DXC would have suffered subsequently as my 22+ years of experience at Compaq/HP/HPE/DXC could not be passed on within a few weeks to Graduates lacking detailed technical knowedge of the customer and their IT environment.
So glad to have left the sinking ship called DXC.
More to the point, if we constantly need external consultants to "run" the business why do we need all the C level peeps and EVP's and SVP's ? Surely at that level you know how to run a business !
yes new leadership kick out all the consultant, wasting company money
Simple answer, DXC does not believe that its employees areits strengths . Far from what we hear from townhalls, Nothing concrete and meaningful has been to change the mindset. They have tons of money when going on a buying spree but none for the employees.
About 3 or 4 years ago I was spent 3 months about half my time on proving these were ridiculous things they wanted to do - all but 1 we had either implemented, already started to implement before they had the idea, or did the analysis to prove their data /analysis bad.
Some of it so poor it suggested that someone working 8 hrs could save 12 hrs every day by cutting down certain things.
Others included thinking everyone on the support team should fix the same number of incidents per hour. We had to point out doing password resets was simpler that fixing a defect that was intermittent.
They tended to employ grads with little IT experience - just thinking we were same as a call centre.
They got stroppy and called in a partner from a US office, when we made it clear we were not implementing their ideas - some Muppet at our head office (think we were HP then) had agreed to pay them on potential savings, regardless of what we actually achieved.
Management and these consultants deserve to lose everything.
The problem is no one asks one all hands calls etc about pay, there are too many lickurs asking suc up questions.
I cant believe some of the suking they do.
Those McKinsey consultants are the ones pulling the strings - they're the reasons people are losing their jobs and the reason people don't get pay rises.
Most contracts will have yearly increases built into them, rate of inflation of whatever. Your payrises over the cost of a contract are built into cost models - when you don't get them that looks like McKinsey are saving DXC money and justifies their cost.