I see the redundancies and I see the wrong people being laid off. I see the salespeople being paid six figure basics in the UK and not delivering the deals. They will say the deals cannot be won because of the reputation of DXC and the lack of delivery resource. This is rubbish. Lay them off, invest in good Project Managers and quality delivery leads. That’s what people buy. They don’t buy from salespeople who turn up in flash cars wearing their flash watches that they haven’t earnt. They can pay for those on the excessive basic salaries alone. The sales management are earning 200k plus basic salaries and contributing little or nothing other than poor pipeline management. It’s a joke. Pay them less, reward success properly and invest in the real sales teams.
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It's real simple. Step 1: Competition has lower costs so DXC salespeople hold "sales support" at arms length and end up with impossible to deliver contractual works of fiction designed to do one thing - win the deal no matter what. You can practically hear the competition snickering "Good luck with that." Step 2: Delivery people can't meet contract without adding more costs. Step 3:
Management then sends "leaders" in to beat on delivery teams and when delivery pushes back, they make hollow assurances that "they have confidence in the team" and don't do sh!t to fix the root cause. Step 4: Clients beat on delivery like they did the Indian company DXC replaced. Step 5: The hellish workplace is now complete.
I came into EDS in an outsourcing agreement and have been through EDS, HP, HPE, and now DXC. It's a consistent through-line. Leaders talk about automation and smart processes but do lemonade-stand commitment investing in new ideas and when the costs roll across their desks, they pull the plug. Delivery left with spreadsheets for every-f'ing-thing. The fact that I still own stock is the only reason I'm spinning this so favorably.
There is a problem with Sales in the UK, especially so in security - hence a 50% uk wide cut. I believe the whole sales motion has to change, there is desperate need for the 'consultative sale', but DXC cannot do it for Toffee! Where it does happen, it requires big teams of highly experienced people 10+ working a deal for months. Management rave about these wins, but in reality small teams should be qualifying in/out 10 deals over the same period.
besides the bloated compensation, the commissions should be paid out after PROVEN results are met, be it on a quarterly basis or whenever the promised benefits are met, not up front
The sales people don’t have to sell because they are already on spectacular basics. They hide away in DXC, doing very little work. The worst offenders are the sales management. What a joke.
I fully agree. Moreover, every quarter Sales staff drag home insane bonus (SICP) while project managers and consultants may be offered a retention bonus (there is no CICP since 2013) which is packaged as a DEBT for 18 months and paid in Nov while the cycle end in March. We all know who is developing the business by delivering every single day working (billable) with/for customers. For years Sales Staff have been pampered since mike L sent them to the usa Every year for « internal networking », spoiling them with ipads & events and provide them relentless Non sales training. Can it be more discriminating? Delivery staff are ignored completely in terms of training and bonus, they are considered as leprachauns or mo–ns, the necessary evil of the organization. What do sales do besides updating SFDC? They do not even make one single cold call! The proof would be very simple: eradicate the lousy/lazy sales staff (CRE, AGM and the whole army on top of that) and the revenue would not even be impacted. Mary F does not touch this permanent intoxication of SFDC and insane discrimination between the different ICPs... hence there will never be team work.
The AGMs earn epic salaries, many in excess of 200K. However, they're targeted on running the account team as much as growing business within their account(s). Well, guess what? They've had all their delivery resource WFR'd, can't get any new resource, and the customers have worked this out. DXC is now losing business in every zone due to cr4p delivery. PMs and delivery managers are frequently good people, but crippled by DXC processes and systems. Worse, delivery managers are measured by how well they keep PPMC updated (try using PPMC, it's a crock of sh1t) and how well they report / manage their budgets, rather than on successful delivery. They don't have to actually deliver for the client, just make sure DXC's numbers are good.
What DXC lacks is decent sales people who can win new accounts. When I joined DXC I was told 'we do all our selling through the accounts'. When I asked about how we win new accounts, I never got a satisfactory answer. I've been here 18 months, and have yet to see a single new account win in my zone (I've seen plenty of losses though).
This company is failing due to its focus on satisfying Wall Street with short term results, rather than focusing on delivery excellence and organic growth. I've worked for other major IT companies who have managed to deliver growth year on year since the end of the last financial crisis. DXC (and its predecessors) has managed to contract year on year in the same period. This tells us a lot about DXC.
I'm leaving DXC next week, and will be very glad to be out of there. I can truthfully describe it as the worst 18 months of my career.
I was planning to leave sooner, but decided to wait a short time to give Mike Salvino a chance to change things. He had his chance. He has failed.
I thought I'd heard that the sales guys weren't paid enough? Didn't salvino moan that they refused to sell because they weren't paid enough?