“We are making good progress on the three key areas of our transformation journey, which are: focus on customers, optimize costs and seize the market" What a crock of Sh*t we were selling to other companies "Digital Transformation" and we can't even do it internally ourselves.
“We are making good progress on the three key areas of our transformation journey, which are: focus on customers, optimize costs and seize the market, Thats not a Journey, that's every companies goal.
Meg said to run to the fire. Well Lawrie and Sal said to toss everyone into the fire.
Sounds like the same BS they were saying five years ago and they are still (after many failed attempts and loss of some lucrative sales) trying to turn that ship around which is a bit hard to do underwater.
Mike Lawrie almost completely destroyed the company losing many influential clients through staff churn.
Since 2013 there have been so many digital transformation companies enter the market who have perfected digital ‘cloud’ transformation operating models for reposting (lift and shift), replatforming or refactoring apps over the years. Sure, on a smaller scale to DXC, but they have perfected and end to end model and are perfecting the models on each engagement . DXC’s processes still appear to be chaotic (after all these years where focus had been on staff culling and not on the business operation and coherence of the parts in delivery through defined process. Clients now view DXC as an old school network data centre hosting company who take ages to get things done and rely on customers to spot problems rather than being the one to proactively notify the customer.
Even if DXC had the right leadership, it has lost many reputable clients through years of staff culling and skill loss, that it is now a bruised and battered shell. DXC replaced experience (what DXC calls ‘Old’) with university papers and low cost resources (what DXC had referred to as ‘kids’) often had little mentoring or career development and would leave after 6-9 months. Staff retention attempts of paying people to stay and then announcing on calls ‘if you don’t like it get out’ gives you an indication of the level of leadership team who made the atmosphere toxic and then blamed its people for breathing the air.
Whilst ATOS may see some potential in acquiring DXC’s US clients, its many partner relationships and cloud portfolio (despite DXC’s failure to grow it). Adding more weight to a sinking ship could end up as another EDS/CSC story of ‘synergies’ again.
Good look DXC and all who remain on board.
Haha awesome post. Where I worked our CIO kept calling IT strategic sourcing a Journey all year long.
They said it would eliminate all the busy work so we could focus on development and engineering.
They layed us ALL off and outsourced our jobs overseas.
We decided on a new color! Don't say there is no achievement. By turning purple all our troubles, like bubbles, will vanish in air...
I think here's the real TRANSLATION of what they actually mean but they didn't come up with better words:
"We are making good progress on three key areas of our transformation journey, which are:
Thank me later.