How are the new leaders doing? I am sticking around hoping that at least someone will turn this ship around. I don’t see the new leaders in action though, assuming that they stay at a very high level. Would love to hear what y’all think about where we are going with these guys, other than the mass layoffs coming this month.
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To 1rtp
That’s not true, that all decisions are taken just by ML. In America’s, KP shuffled the sales team drastically making specialists into industry generalists who then neither knew the industry nor the services they needed to sell. Putting that on ML is incorrect, though ML must have of course blessed the decision. That’s a separate problem in itself pointing to ML’s lack of depth of knowledge on how the business works.
But you can’t lay everything at ML’s feet. Some of the clusters were conceived and birthed by other people. Just wait for digital to blow up now. JS needs to show wins else he is gone as well.
I have heard of this delivery pod structure. Wonder where.....could it be IBM, another failing company....
The notion of reducing layers was a lovely McKinsey idea, but they brought that to the table as a way to reduce the cost base which Mikey asked them to explore.
Reducing bureaucracy and hierarchical structures was meant to enhance collaboration and collective decision making. It wasn't just about 'quicker' decision making. But McKinsey set some parameters and the leadership team tweaked them every month until no-one was sure what the 'rules' were (as HR refused to publish them as being 'sensitive') so org charts broke rules in some countries and were acceptable in others. Managers were only allowed a min of 15 staff. HR had suggested 12 max, but the min became 15 and no maximum. So org charts became flat line structures of 30 people that required people to have tiny faces and only a surname on powerpoint.
The operating model was left unfinished; processes half-started and forms that had been thrown together by one of McKinsey partner's 4yr old daughter who drew a nice picture of a centralised digital point of delivery (pod) with key digital areas of expertise or as she called it "Mr pig's house of straw." Like most of McKinsey's processes they made less sense than a DXC quarterly investor meeting.
The other popular consultant idea that McKinsey got wrong was to explore approaches such as brainstorming workshops, pilot innovation groups, team rotations, and virtual feedback platforms. MS Teams, yammer and then some internal social media mess was all thrown in as it was O365 so it was bound to work, right? No-one championed it or made it clear what it was for and how it was to be used. It was felt osmosis would occur. DXC then created its own social media twitter feed full of people tw*tting about nothing work related and cluttering up the disk drives.
Another consultancy rule was to set clear objectives for your teams and give them the freedom to meet and exceed them. This ended up being massaged into financial goals only and whilst strategy was left in, the leadership team did not like their bonus % hindering on having a strategy, when all they had was a 'vision' and even that was blurred. So strategy was removed and all goals became financial. Not theirs, just everyone else's. That was their idea of 'performance linked to results' but in reality you could keep EPS up by burning through 160,000 bodies, so there would be at least 4 years of bonuses left in DXC before it would need to be broken up for firewood.
PR wne to tender and the black and whites was done by one media group and the 'white paper' articles had to be paid for from another syndicate for DXC exclusive copyright to the paper and to quote the professional blogger, but from web perspective make it look like DXC had authored it and try and drive web traffic. The web videos was suggested as was responsive websites, but new visitors didn't like the slow bandwidth of a video and clicked only 3 times before leaving in under 2 minutes. Those who stayed for more than 30 seconds had overcome the buffering and were more likely to stay for 2. Despite bandwidth, the who video idea was kept, as they paid a lot of money for it.
As the focus is on reducing the company size from its operations in 70 countries down to operating from a mobile home at the back of a Texaco garage, then strategy, skills, offerings and customer satisfaction is just background noise.
They aren't leaders as others say, they are sacrificial lambs ready to get fired for Mikey and his Mckinsey buddies having got something else wrong which upsets the shareholders.
Mea culpa? Nope, just drag another one out for execution. The fact that they were never allowed to make any decisions of their own and that the failed plan is Mikey's is irrelevant.
This whole methodology he's employed since his arrival at CSC is not working. Its clearly not working, but who is capable of a military coup? Only the shareholders... and until the last couple of weeks, they didn't seem to care.
There are no NEW leaders , just ML yes people.
Get rid of ML and maybe we have a chance. If not moral will be up
Lolololololololol......what leaders?
New leaders? You only have to wait 4 weeks in DXC to see a leader has left to 'pursue new opportunities'.
Besides, 'Leaders' is not the correct plural noun to use in the DXC context; but, unfortunately, it is the only one the layoff.com's censorship plugin will allow!
These so-called 'Leaders' have no power to turn or pull anything (apart from the obvious); they are not trusted by the level 1 in the same way that they don't trust the other 6 DXC layers beneath them. You only have to look at the bureaucracy of the company's expense process and its million and one approvals to recognise that.
If the ship was going to turn, it would have done so under CSC as part of ML's captaincy. But it didn't and all the merger did was increase the weight factor by two and offer more compartments to flood to slow down the sinking. But sales continue to fall; yr on yr revenue continue to fall and jobs continue to fall.
I am afraid this ship is not for turning.
It's too late to turn the ship around, she'sh-- an iceberg and there's a hole beneath the water line.
Good luck with waiting for someone to "turn this ship around". DXC needs people like you. Delusional id--ts are management's ideal employees!
Mass layoffs ..... more mass layoffs ..... more mass layoffs ..... share price stagnates ..... Mikey sells off more of the company ..... more mass layoffs ..... share price recovers a little bit ..... more mass layoffs ..... remainder of company sold to Indian outsourcers ..... Mikey cashes in his remaining shares then f---s off laughing all the way to the bank.
You read it here.