25% of eds's was Navy and was sold off
Out of the top 300 clients at DXC more than 200 come from CSC not EDS
Mikey 2 was a joke and all the Accenture experience in wisdom in the world didn't help CSC
14 replies (most recent on top)
@2yel+1rg1rUzQ explain how you think CSC ki-led EDS when CSC bought EDS for $0. 20 on the dollar $0.10 in cash and $0. 10 in debt
EDS was a money loser before HP bought them out with cash infusion
HP wrote off $8 billion dollars of acquisition cost for EDS and sold it for 2 billion dollars out of $12 billion
Mikey #1 was emotional and angry at IBM for not making him CEO and wanted to f *** over IBM and keep EDS out of IBM hands which would have been the smarter acquisition for everybody.
You can believe whatever you want but you obviously have not read any annual reports from HP EDS or CSC
So at the end of the day - the MORAL of the story is. CSC single-handedly ki-led HPES and HP did not have foresight or did not predict the disaster.
There goes a piece of the silicon valley icon (HP) down the drain.
But if it is of any comfort the rest of HP aka HPE and HP inc. are all doing good.
After the spin merge (acquisition) of HPE, M1 was not happy that the legacy HPE accounts were doing much better than the former CSC accounts. This was a constant topic at various exec meetings, and it showed in the numbers. Response was M1 cutting former HPE leadership rather than building a better company.
CSC had problems caused by:
- The disaster that was the NHS project (lots of reasons for fail here, not all entirely CSC's fault but the possibility for it ending CSC was obvious before even signing the deal - but greed). This ended the tenure of CEO Laphen when accounting "issues" were revealed.
- M1's arrival lead to sweeping changes that were driven by a total lack of understanding of what made CSC's revenue up. You might as well have employed a petulant ten year old to do the job. It disposed of many, many diverse forms of revenue that made up CSC. M1 didn't understand or care. He then absolutely chewed up staffing levels which lead to customers leaving in droves. A $16bn revenue company turned into $6bn in 5 years. Going from 160,000 employees to 60,000. It's almost like there was a relationship between billable people hours and revenue. Who'd have thought.
After the merger, M1 went on to continue his ill informed rampage.
176,000 DXC employees was quickly reduced to 130,000.
M1 was responsible for the damage - 146,000+ ditched (not all WFR'ed though - some were pushed off when he spun off various elements like USPS and Healthcare)
M2 slowly stopped that trend but the damage was done. He made no effort to try and right the ship. His policy was simply do nothing, change nothing. Customers continued to leave and largely it was simply because of poor DXC service, not "cloud" or "indian pure plays" - those things are just where those customers went next when given a chance to change their outlook.
And here we are.
Oh and M1's grab for HPES was simply because IBM were going to do it and being a former IBM'er he just wanted to p them off. Total vanity project.
CSC had a serious decline in revenue in those days. Causes were poor service + reduced sales org + issues with the financial systems with cross country billing.
On top there had bad reputation for failing in large projects and organizing retention flights for the CIA.
So CSC had a high interest to buy revenue and change the name.
Don't blame the OP. Was hired into DXC after the company was formed. Have to say honestly that have not met a smart cookie from legacy CSC yet, whenever some one goes above and beyond and impresses the customer and solves a problem - I hear they come from the HP garage. Pretty smart guys from HP. Don't know why HP sevices would merge with the sub-par CSC and adopt their ceo as ceo for the new co. Somewhere along the line - HP made a bad choice.
Breaking news here. The OP because of his extreme intelligence and foresight is a talent to be rewarded and will be "head of product development for platform - XzXzX"
If CSC paid money to HP for EDS it's an acquisition no matter how much you cry about it go look at the annual report it's a reverse Morris trust which is effectively an acquisition
This place is infested with lots of useless people who do not even work for what they have been paid - read network yahoo's, who always consider themselves priveleged.
Hopefully the new ceo recognizes this and quickly fix this.
What we care about today is job leads so we can leave the DXC sh-t hole
Suggest you look at Accenture, $23B revenue and 186K staff in 2008, $36B revenue, 425K staff in 2017, and now $64B revenue and 733K staff
OMG who gives a rats a$$ about this old cr-p. What we care about today is job leads so we can leave the DXC sh-t hole
.... And add to the post below. On top of the 25 billion and two ineffective CEOs retain "all the useless CSC email engineers".... We are on our way to the bankruptcy.
and to add to the previous post, at the time of the HPES - CSC merger and formation of DXC, HPES was approx $18B in revenue and CSC was $6B.
In 2008 at the time of HP's acquisition of EDS, EDS had revenue of $25B and CSC $16.5B but HP, EDS and CSC were all shrinking in Services quite rapidly
Computer Science Corporation's revenue growth from 1999 to 2016 was -18.82% per year
So when the combined CSC, EDS and HP Services were put together as a $24B company in 2017 not surprisingly Mikey1 then Mikey 2 kept going and now we have a $13B company.
So how do you create a $10B company? Give Mikey1/Mikey2 a $25B+ company and wait 4-5 years.
OP, you must be a big idiioot in the first place.
Fact check first. EDS was acquired by HP in 2008 and properly merged. The resultant services org was called HPES aka Enterprise services. CSC and HPES merged to form the Frankenstein DXC which was led by legacy CSC cronies..... And here we are.
You guys are worst than drumpf and fox news.
God save this company from the foolish people.