DXC is package- shark. A package-shark is typically a roving business (or group of executives) , which acquire other businesses through buyout/ merge/ takeovers, etc. Typically, they strip off all the viable assets, and discard (or in some rare cases, rebuild) the remaining carcass thereafter. In most cases, a package-shark business excels at the business presenting 'feel good' fiscal reporting to the shareholders...and they do not necessarily have a mastery over the products and services, which they offer in the market place . If they can manage existing portfolios (profitability) as is , they will attempt to sustain them.
One of those portfolios is called 'Enterprise Services (ES) " (a mix of legacy apps management and new apps support) . To put this in perspective, the ES portfolio was initially developed in former company; EDS. It was passed forward through HP, HPE and now DXC.
If history has taught us anything here, its that ES still thrives. And to date , there are three entities which have failed to manage and make it materially profitable. So, What makes us think that DXC would turn that around?
DXC was formed up through the merge between CSC (A.k.a. reputed as part of the Beltway bandits) and HPE spinoff(HP) under the auspices of pure-play strategy. Pure-play just means that two companies , who do exactly the same thing (i.e. ES) are brought together to team up and double down on the strengths and attributes. This also effectively removes competition between the two entities. .
You'll notice that HPE didn't reach out to simply buy up CSC..(That's because HPE missed its fiscal 5-year numbers with ES and couldn't justify any further investment efforts). Likewise, CSC didn't reach out to buy up HPE (That's because they didn't have the leverage to, due to their own, sinking profit margins) .
SO, HPE and CSC found mutual escapes to dodge the ES long term disasters: 1) HPE drops ES like a bad Habit, and gets a tax write off. 2) CSC gets to feed off the brand of reputation generated by HPE... in hopes of surviving...
As with all Package-sharks, the ensuing layoffs are always first order. In my case, I happened to hit the wheel of misfortune due to 1) On the bench at the wrong time, 2) at a Salary that profoundly exceeds the labor rate for this region.
Never mind that I served the ES portfolio for 10 years, making money for them when I wasn't on the bench...
Its nothing personal though , its just business, right?
So I am inclined to inform the academic community of emerging developers and engineers .. if only to parlay the truth; that if you expect training , career growth paths, longevity, security and even a modicum of wealth from what amounts to a 'resource brokerage firm', you are barking up the wrong tree... But, to be fair, you can gain some marketable experience... Just understand that you don't own it, nor the fate of its direction.
My recommendation is to seek your growth directly with the clients , who only reach out to this firm because they don't know any better ...Cut out the middle man...