Unfortunately, having ‘skills’ in dxc is no guarantee of anything if you are being led by donkeys.
Digital transformation appears fragmented in DXC where functions are not integrated and a coherent operating model and methodology reflects the end to end process. Just boxes with “something happens in here”. What methodology is being followed? If anyone tries to put out a stake in the ground, then they riff a whole team, change leadership, responsibilities;move operations; close a centre; subsume activities into an already under-resourced group, or bring in a partner or subcontractor to finish off s half-hearted attempt and tell you to ring the help desk somewhere in the world if you need to speak to someone downstairs.
I found HPE were much more efficient internally than CSC were. HPE had invested heavily in proprietary tools (when CSC were still on Lotus Notes!) HPE were far more integrated and aligned to their service model than CSC were. CSC was a mixed bag of ITIL service and a dreadfully expensive and mis-managed applications side with absolutely hopeless management. The guys on the ground knew their stuff but trying to get them assigned through their management was a PITA. They lacked a methodology (Catalyst was an outdated dead duck) and their agile methodology appeared to be a collection of agile techniques that in themselves worked but lacked the necessary management and rigor to make the overall projects a success.
But CSC and HPE did have some excellent techies on the ground who worked around their management to get things done. Although I think CSC techies were slightly more proactive and more likely to cross boundaries than HPE who would not do anything if it were against the rules. Perhaps more disciplined, I don’t know, but it was perceived as not as proactive. Just a product of the culture.
Both companies did share a common problem: both had poor leadership, losing money and a string of bad decisions, culminating in the decision to merge and compound the problem into one huge problem whilst dragging everyone down to the lowest common denominator.
I have to agree with other comments, why bring in DXC to transform your business, when it is struggling to transform itself?
Think that @WH3AAt2-1lkl summed it up well. Great post!