No one has mentioned the legion of McKinsey consultants that surround our CEO blowing smoke up his a-- and driving an ideology of slash and burn to reduce costs on the assumption that the client will continue to pay for a product inferior to the one they bought. The giveaway is the way he walks out of meetings as they discussion rises above his intellectual limits, leaving McKinsey to drive decisions that will undoubtedly lead to an increased consultancy fees whilst ignoring their parasitoid behaviours.
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DXC 's current course is to become the biggest scam IT company ahead of IBM. Use big words that mean nothing like digital transformation that they don't have people with the skill or integrity to deliver. They couldn't efficiently or successfully install Skype and Microsoft Outlook for company wide use. Then when it's installed, it won't work everyday.
The biggest comedy here is, a bunch of dxc customers are also being advised by the same McKinsey !
McKinsey consultants know one thing only - CUT EXPENSES and cut and cut. That includes staff. Greg Case at Aon does that and he came from McKinsey. Scam artists really.
@WmIIaQv-1fnr yes that McKinsey. Being their top 5 account so the kiss before demise. The most tragic aspect of this is the incompetence and lack of experience of the McKinsey team. An MBA from fancy schools doesn’t quality you to run a business. The senior partners at ancient and the associates have no practical experience. Their model is to woo with brains and fancy charts. Nothing is sustainable and actionable. Worse are the DXC leaders who don’t know the difference. So whose fault is it M, DXC needs to look in the mirror. Joined 5 months ago and leaving. This has no hope.
McKinsey?
Sorry, are we talking about the consultancy firm that practically built up Enron as its largest client for 15 yrs and its Enron CEO was an alumni of McKinsey? Maybe we talking about the consultancy firm that lost General Electric $1B because it followed McKinsey's advice? Perhaps we're talking about the firm that advised Time Warner and AOL to merge which was the biggest $350M disaster of all time or it could be that we're talking about that firm who advised AT&T the cellphone would be a niche market in 2000 with 900,000 subscribers and they were out by 108 Million? Then again, maybe we're talking about the McKinsey that advised SwissAir on its controversial “hunter strategy” - a major expansion program that failed miserably and the airline was forced to declare bankruptcy in 2001.
Could it be THAT McKinsey?
Typically it's because people like McKinsey approach the situation by saying "I can save you $25 million" and then send an invoice at the end for....you guessed it....$25 million!
The CFO just sees the result and the invoice, not the number of people that McKinsey scatter across the business, getting in the way of effective decision-making for the future of the businesss.
In my 20 years at EDS/HP/HPE/DXC (left last March) I worked alongside these parasites on a regular basis and never once EVER saw a sensible suggestion to support and develop the business.
Sad but true...
McKinsey is the management team calling all of the shots and making management decisions. The company has a notorious reputation for violating ethics standards by inserting themselves in management decisions. So much of what’s wrong is either their doing Or the real issues are not surfaced because they get in the way. Not to mention how much they must be costing the company. I don’t understand how the CFO allows this many of them while hard working people care more about the company ose their jobs.
I think there is still a big market out there for non-digital ( so called legacy applications ) support and development out there. I expect a lot of companies are happy with there current systems. I think resolving faults quickly to get systems back up and running is often more important than cost ( ie getting cheaper labour) when offset againt lost factory / business production costs. A lot of apps are still being developed commercially in the so called legacy languages which will need supporting for I would say at least 5 years +. I think keeping legacy staff and promoting them if they learn digital skills would be a great asset.