DXC innovation is indirectly provided from its core service providers like AWS, SAP, Microsoft, Oracle and Citrix. DXC have become almost a reseller of services, lacking the skills and clout to go to market direct. Although it still maintain a portfolio of its own banking and insurance software. These days, its 'innovator' awards tend to be provided via the mutual admiration society of partners it courts as a thank you for shifting product for them.
DXC's new clients reneged on their long-term plans. They stopped investing in DXC large-scale projects a few years back when they felt that trying to engage with DXC people actually doing the work meant they had to pierce through a fog of hapless layers of management to get something done. They saw DXC struggle with its own problems, staff reductions (affecting their existing projects) and cautiously decided to manage their risk and not push ahead with large projects. This cost DXC $2B over the past few years. Clients I know view DXC as merely a utilities company now, keeping the lights on for them. So, yes boring stuff.
DXC has managed to reduce a significant portion of its debt in the past year, but with a stock price decline continuing since August 2021 coupled with low growth and a sustained revenue decline of 11% yr-on-yr since DXC began, it is unlikely that its clients will be ready to accept this risk of uncertainty knowing that further DXC 'restructuring' could have an impact on long-term project integrations or any new services above the core offerings.