Originally it looked as HPE and CSC were merging and best processes ,procedures and locations would be used from both companies. But of late all the CSC directors are gone , except lying ML and were starting to use the poor HPE processes.
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If you are DXC, why still think of CSC or HPE? Just sayin'.
b---s---. Hpe process is way better if the csc attitude is a major issue with their cowboy style method.
It was ex ES/Spinco with 50.1 and CSC with 49.9.
Besides the L1/JML (who is/was literally in bed with HR), look at L2 on down and you will see enough incompetent ex ES.
You have it backwards. As others have said, there are almost no more HPE executives any more, and the head is ex-CSC. DXC almost sounds the same as CSC, certainly far closer to that than HPE.
Also: I don't get all the spite from one side of the house to the other and vice versa, it really makes no sense to me as you're all in the same boat (contractor here, I've no interest in either side).
PPMC, Airies, WLP, SM9, Infrasec to name a few all L_HPE processes. All bull c-ap
It was CSC who bought HPE ES
I don’t see HPE in today’s DXC and that is a good thing. Unfortunately, the CSC methods are no better.
eds folks cannot accept that they were acquired.
All the good employees have departed thus leaving behind all the useless people and tools. So glad to never have to use PPMC, HPSM, CATW, ... the list goes on.
People are leaving .. staff and clients. Happy now ?
HP ES (formerly EDS) was c-appy and all you people cry like babies. Bragging about I was paid more than CSC or we brought more to the table but were told it was a merger of equals. Face it, HP ES was $1.5 billion dollars in debt, the margin was 9% well below the 18% =margin of CSC. All the India work was done by mPhasis and that still accounts for 25% of mPhasis revenue. The EDS clients were old industry and EDS's job was supporting old technology. 25% of EDS revenue was the Navy contract. If you don;t want to work here, go away.
@XXVKMmW-1dct and @XXVKMmW-fov have got it right. Many of my HPE colleagues have gone; the country director, the country HR lead, the second country director, my own manager who was very loyal to the old HPE leadership, I could go on. They all have been replaced by CSC people whom cannot understand the HPE culture, and have no idea how to manage its people or the organization. All they do is bark orders (cloaked under the illusion of leadership) but none is following them.
its when somethign falls between two stools
https://www.mayoclinic.org/stool-color/expert-answers/faq-20058080
..."should I be concerned?" - yeah, about right really
it's other way around. CSC with the tools and management for a mid-size company, now has no clue how to run a 4x bigger company.
I’d have said it’s the other way around. Culture seems more like what was once CSC rather than HP(E). Most, if not all the HPE top men have gone, together with thousand upon thousand of HPE employees.
The main problem with DXC is that ML or his CXO's have no clue on whats happening within or outside the organization. All they wanted is to increase their share value so that they can sell their shared and leave DXC
with the bun fight between csc and hpe - the customers have left !
There are clearly two parallel organizations running within DXC -> CSC and HPE. Go to the workday and find the resource hierarchy. If any CSC guy is 'moved' to a team of HPE, he would be WFR'd within a couple of weeks. It could be true the other way around. There are nasty examples I witnessed. The merger was a big mistake.
Actually, DXC looks CSC in disguise.. all HPE top and many mid managers are long gone and mostly we are following CSC processes.
Nevertheless, Mikey rules in the same way it was ruling in CSC.
So, what exactly are you referring to?
A lot of HPE VP’s are gone. Also in the organization I’m apart of in the US, there are more CSC Managers left.