Thread regarding DXC Technology layoffs

No strategic cost optimization that would deliver growth

There are too many broken processes and tools that seemingly can’t be fixed and a lack of resource to fulfil customer demand. Attrition has already peaked at 24% (about the same as the share price these days) and with the continued cost cutting, to keep pace with the losses, it just makes for a very uncomfortable journey for everyone who need some assurance from the top as to what the h3ll is going on. Obviously if your top guy has buried himself deep in his bunker then confidence will drift further and attrition will rise. Which is kind of what they want.
DXC will need to generate some dividends next quarter to avoid a complete loss of investor confidence, but it won’t be as a result of growth. We know that. It is likely as a result of yet another huge cost take out. And although they keep announcing cost take out with pride, they are not optimising costs by removing wasteful processes, admin and clunky old systems to gain productivity - because they have already proved they don’t know how to fix those things - they are having to do it by removing billable staff.
Sad times.

I copied part of someone's post from +1imeNLn6 because I totally agree with everything written. Here we have too many cost-cutting initiatives which aren't helping the company become more successful.

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| 1441 views | | 5 replies (last August 29, 2022) | Reply
Post ID: @OP+1ipIjiyj

5 replies (most recent on top)

During all the time I worked in this company, some years ago, I always had the impression that there were at least 3 or 4 layers of people just "counting" my hours, all of them of course, in different platforms, each one even less performing than the others. My whole team had to dedicate couple of hours PER WEEK and person, just to do time reporting in the main system, apart from the rest of platforms, Excel sheets, and further "clarifications" with those 3 or 4 layers of people.

At DXC, time reporting matters more than delivering quality, and more than delivering something, even if it consumes a 20% of your team capacity (plus the layers who count those hours and ask for never-ending justifications). We had no capacity for analysis, no capacity to assist and help the customer, no capacity to do coding, no capacity to improve. Nothing. But all the solutions for the project had a common point: another Excel sheet to combine tasks and hours in another different way, because, of course, the main problem your team has, is that you don't manage your hours properly.

Nothing related to having 4 layers of people whose main dedication, 100% of the time, consists of requesting you additional ways to report your time, no matter if you'd already provided explanations to any other layer.

From inside, like a he-l. Once outside, OMG, how could it be I was there for that long time.

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Post ID: @3etl+1ipIjiyj

In my sphere (mainframe, and it's not "dead", it's about $1B us in annual revenue for DXC), I believe a lot of the issues are caused by moving most management to India as well as the "technical" staff. I find most of "them" (about 90+%) are worthless. Even the ones that are good leave as soon as they can. I'm simply waiting for my RIF notice (it'll happen), then I'll begin early retirement with a huge smile (and 6 months of unemployment!) and won't give a word of "KT" (if my "K" isn't good enough to retain, it's not good enough to give to a cheap replacement).

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Post ID: @3gzr+1ipIjiyj

If you are cutting costs, why does the company hire so many layers in the internal divisions (aka corp finance, marketing, IT etc.)? Cuts in revenue generating delivery and hiring in other places does not sound good.

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Post ID: @3yds+1ipIjiyj

Do you cut Bagel as well?

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Post ID: @1dpi+1ipIjiyj

We cut cost and steak as well. We are pretty experienced and experts in this. Please join the next townhall and we shall elaborate on this.

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Post ID: @wvu+1ipIjiyj

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