Top managers get paid well for sc--wing us employees, then get fired when it becomes obvious, rinse and repeat!
Bryan Keane -- Deutsche Bank -- Analyst
Hi, guys. Thanks for taking the question. Raul, maybe you could just help us understand how your restructuring might be different than many of the CEOs that came before you that had a lot of restructuring as well. It seems like every five years or so, a CEO comes in, looks at the business, and restructures it.
Just trying to get a sense of how maybe your plans might look different than what we've seen over the last few decades at CSC and now DXC.
Raul Fernandez -- President and Chief Executive Officer
Yeah. OK. Great question. Thank you.
I know that, as you've mentioned, in the short history of this public company, there have been previous restructurings. But as someone who just got here and have really spent a lot of time operationally looking at our systems, our processes, our entities, our distribution of head count, it's clear to me that the previous restructurings did not set a real, clean, solid, fully integrated baseline for profitable growth. You can look at that in multiple ways: number of systems still in place that were acquired over time, never integrated, never deduped; number of business processes that got stacked on top of each other; number of legal entities. I think anyone that came in would look at the previous work, and again, I know the history is there so I'm not running away from it, but I can tell you that this is a real reset.
It is bottoms up. It is a strong foundation to go from and it is absolutely needed because otherwise, we just continue to carry a really not fully functional organization that can take advantage of the opportunities that we have.