Atos is known for hard and excessive wfr.
good luck dxc people.
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DXC lost the contract where I work and didn't offer redundancy after 15 years of service. They want our team to all quit and jump to the contract winner. Wow, absolute a$$holes! For years I have defended these muppets!! They won't offer 'voluntary redundancies', they're too fskcing tight and have their heads too far up the next level management a$$holes to see the world from an ordinary persons perspective!
So what, DXC is firing 1,000's anyway.
I'd be delighted when they finally accept me for the voluntary redundancy. Tried a few times to get a package. I'm desperate enough to leave without any money by now.
It's not personal... https://www.arcamax.com/newspics/204/20489/2048971.gif
Atos will make DXC clean house before the acquisition, which is why Salvino said specifically in the press release that he was moving forward with the "transformation". My team of 8 was cut today. I am sure the cuts will ramp up to show better margins by the end of the FY so Salvino can ask for more from Atos. Of course, he won't be delivering a viable company when this is all over.
Trouble is Mikey thought you could take 176,000 people and set an ideological target for headcount (100k) and just keep cutting to achieve it.
Thing is a few darts at the dartboard don't hit anything vital, using a twelve gauge you've not only got no dartboard, you are missing a chunk of wall too.
The damage was deep, invaluable people were lost because nobody could be bothered to spend the time looking at the real cost of losing people.
Cuts dropped service levels below usable for clients and the clients ran away en masse.
Clearly synergies were there but they couldn't be found so careful reduction was replaced by wild mass firings.
Come on, you all know this story if you are dxc employees.
Atos won't do any better.
ATOS only need DXC's clients and its partners. The other stuff can be thrown into the back of the pickup.
The synergies of CSC and EDS that was supposed to be about picking the best of both sides and optimising knowledge, tools and client base. Yes. But of course, with DXC, it ended up being one big bucket of debt, losing the top tier of clients, failing to win digital work, losing yr on yr revenues due to side winds, cross-winds, a$$ winds and take-out challenges. Tonnes of legacy systems that duplicated effort across different stovepipe companies - eating more cost and a mixed bag of old processes that, like the systems, never integrated or worked too well.
To be fair, ATOS know what they are doing. They've had plenty of practice. But, they will be a lot more ruthless than the long, long, long 'Dad, are we there yet?' type journey that DXC has been limping along on for the past eight years.
With ATOS your feet don't touch the ground before you are flying through the air with your pink slip or P45. They'd get DXC's cost base sorted long before breakfast. They are quite experienced in acquiring rust buckets, taking out the junk and then painting them up. They've been doing it for years and have got quite proficient at it.
In fact, I reckon it might make a good reality show. 'Pimp my ITO' ... "Let's remind ourselves at what ATOS had to work with here. This is DXC. Look at the state of it: tired, worn out and in massive debt. The guys didn't know what they'd bought when this thing rolled into the shop last April '...Jeez!', 'OMG!' But... there's nothing here that's totally beyond repair, and with just three financial quarters to sort this lot out, its a tall challenge. So let's see what DXC looks like now after its been 'A-Tossed' - 'WOW! This is sick. I can't believe it! You guys! Thanks ATOS'ers'
I mean what could possibly go wrong?
Count the debt.
10b$ for buying DXC + 3.4b$ debt of DXC + 5.4b$ Atos debt - 2,2 retained profit = ~16.6b$ debt for the merged company.
Selling this massive load to the shareholders will only work when telling about big synergy effects.
Here layoffs will play a major role
I've worked for both.
Atos doesn't WFR anywhere near as hard as DXC - it's still there but managed at department level usually.
Expect rationalisation of management, but Atos generally won't get rid of people who're doing good work for customers.
Yes it will be more of the same for CSC/HP Enterprise/EDS. Cost takeout will be job one. DXC will no longer exist.
Yep once companies merge then possible that duplicate departments, employees and other optimizations such as offshoring roles & departments will likely take place.
"synergies" won't be one sided either and I'd find it hard to imagine atos could be as brutal as mikey was to first csc and then dxc.
He fired well over 100,000 people during his reign of terror.
Read that number again and let it sink in.
No sh–, Sherlock!