So you've become DXC CEO. You can see it's in trouble and staff morale is rock bottom. The management team are struggling to turn this ship around and clients are leaving rather than renewing. New logo business is scarce.
What do you do ?
17 replies (most recent on top)
If I became DXC CEO I would do what every CEO has done in the past. Hire my friends , restructure to keep the financial people off my backs and steal as much money as possible
@wg you miserable cnt! Some of us are proud to do fuk all for a living.
If I was the CEO with this performance I would give all the stock and money back and then apologize to the company. Then maybe tell everyone I have a championship ring from my other job and let them see it again… again….
Well for one at this point you would realize the absolute wrong CEO wiggled himself in after Mike. At some point the board should look in the mirror and realize they did this. What do you expect when you put a guy in the top spot with zero experience in the industry.
I’ve heard DXC/CSC staff is at rock bottom for 15 years It’s not Rick bottom and if you don’t like it that much why the duck are you still working for SXC? I’ll tell you why , your either too old to find another job or too stupid
DXC is just a vanity project for our CEO.
It still employs over 120,000 people across more than 70 countries — whether it succeeds or not doesn’t really seem to matter. It funds a comfortable lifestyle for those at the top today. They get to play god for a while, with no intention of passing the company on to future generations.
The loyalty bond of yesteryear is gone. Short-term thinking now dominates. In the future, employers will have to pay a premium just to get staff attention — because most of us are already looking for our next gig, shaped by the same short-term mindset. This doesn’t produce best-in-class services, when you really don't care if the company and clients you work for win or fail.
While we’re in the middle of this shift, CEOs believe they’re exploiting people who haven’t figured it out yet. But in reality, the senior people are building their own lifeboats — aiming to be probably the last generation with even a slim chance of retiring before 60. Whilst they younger set decided not to even try. Take the wage for as long as it's on off, move on...
I cant believe its so difficult to turn this company around, just get rid of 6000 managers and it will pretty much fix itself.
The managers are tripping over each other to invent things, the people at the bottom cant figure out whats required from them as one layer is asking for one thing and another layer is asking for the opposite.
Even the customers give up knowing that DXC is so layered thick any request will take ages, and the guys delivering can't get anything approved to do the job whilst DXC are quite happy to take work from the customer.
2 opposite schools of thought.
eat humble pie, and go back to the previous orgs who offered to buy DXC for $10B and indicate you'd accept $3-4B for what is left ... something is still better than nothing, which is what DXC will be worth in 12-24 months
Give the drummer a new drum
Turn down an acquisition offer from IBM/Apollo and then pick leaders who make the results so bad that I lose half the value of the company within 1 year to make DXC its lowest value in its history and continue to blame the previous leaders, but they had the stock price multiples higher than me.
Put useless Brock in a important position to talk a load of sshit and non truths.
Makes the CEO look good
It's obvious.
You'd ask our AI-Infused Platform-X for the best course of action, with that plan how could you lose!
Sell. Make the decision. See if anyone fancies this mess
and of course start writing 3 letters:
A new CEO was hired to take over a struggling company. The CEO who was stepping down met with him privately and presented him with three numbered envelopes. “Open these if you run into serious trouble,” he said.
Well, three months later sales and profits were still way down and the new CEO was catching a lot of heat. He began to panic but then he remembered the envelopes. He went to his drawer and took out the first envelope. The message read, “Blame your predecessor.” The new CEO called a press conference and explained that the previous CEO had left him with a real mess and it was taking a bit longer to clean it up than expected, but everything was on the right track. Satisfied with his comments, the press – and Wall Street – responded positively.
Another quarter went by and the company continued to struggle. Having learned from his previous experience, the CEO quickly opened the second envelope. The message read, “Reorganize.” So he fired key people, consolidated divisions and cut costs everywhere he could. This he did and Wall Street, and the press, applauded his efforts.
Three months passed and the company was still short on sales and profits. The CEO would have to figure out how to get through another tough earnings call. The CEO went to his office, closed the door and opened the third envelope. The message said, “Prepare three envelopes.”
On top of what has been said i would instill lots off management layers and make them wide to install new process and filling of multiple timevrecirding to confuse the lower levels and stop them doing any meaningful work.
To counter this have a few town halls to install more senior managers who will pay lip service to say they will remove blockers and process to get closer to the client.
You have to make it look like your fighting the bureaucracy and fixing things gets you through a few quarters.
You would get yourself a large pay packet, ring friends who are useless in another company to join you so that they cant embarrass you with thier skills or other, offer them big backhanders, do a reorg to confuse everyone at the lower levels, promise a turnaround, pay rises, employee engagement, and there you have $20 million+ a year formula tried and tested, repeat and recycle DXC strategy.
Oops forgot to mention throw in a growth illusion.
Raul, is that you?
Sorry my guy, you get paid enough, you go figure it out with your yes man Brock lmfao