Thread regarding DXC Technology layoffs

@6nko

Mark Hurd screwed EDS.

Looks more like all the hostility and attitude is coming from the non-EDSers.

The problems that EDS, HP, then HPE encountered were the result of a lack of direction at the highest levels of the company, and specifically executives who botched things up by the numbers, yet failed upwards (and onto bigger, more critical, accounts that they in turn screwed up).

...but go ahead and attack your coworkers. Feel free to label them, or denigrate them. DXC's CEO will love all the back stabbing and deflection from the board's own culpability. The days of IT companies dictating terms to customers has long passed, with the advent of the cloud. DXC and its former incarnations have failed to adjust to the new reality, and will continue paying the price - while the c-suite is more concerned with stock prices and profit margins (at the expense of its backstabbing, infighting, and distracted employees) to worry about the dearth of deals being made in their old boy's network on the golf courses or in the strip joints.

EDS is what caused HP's downfall! Uneducated staff making twice what their role should be paying. I

I have had nothing but issues with legacy EDS accounts. GM was saving EDS all those year and when GM took their IT back in house HP was stuck with Sh-- EDS accounts.

Mark Hurd screwed us with buying EDS.

@OqTy7Lr-xyu That is pretty spot on with EDS. I transitioned to EDS from a company that outsourced us to EDS. Prior to transitioning to EDS we had a product that was nurtured and enhanced. Clients loved it. The company was a great place to work. Then came EDS with it's "run the mess for less". Nothing got done unless a client somewhere asked for it and paid for it. The clients started leaving one by one. EDS didn't care as long as the account made money. Eventually, it didn't and apparently no one could figure out why.

There was one bright spot. I got a lot of training at EDS. This was before they stopped all that 'keep your workforce current in skills' nonsense, of course. As regards to people, those statements are over broad. There were good people and bad people. Same with HP, same with DXC. People are people.

i cannot say it is purely because of company, I believe it is more toward the people manager.

I am transition staff in KL from Shell engineering to EDS to HP. I am quite upset with my previous management. However I am glad that my team and my direct manager been realigned to a HPE manager about 1.5 years ago. Although i never communicate frequently with my top management, but there is frequent care and concern given to us. I have my meeting, training, skip level, motivation session, teambuilding and etc. In my previous 7-8 years, i got NOTHING, not even a single training. And if I want to look for my top management, i can just dropby his cubicle or our canteen coffee shop. He always there for us.

Although I don't like DXC, but i do like my top management. However i am worried if he is leaving too.

I'm surprised by the vitriol about people who worked for other functions or legacy companies of whatever name, just remember whichever legacy business you associate yourself with you have at least a 50% chance of being below average...........

the HP/HPE P&G account was losing money because so much of it was customized and not cookie cutter template, P&G would be better off to take things back in-house.

The EDS people I worked with were all idiots. Plain and simple. Old-fashioned Baby Boomers stuck in a 1980s mindset, completely incapable of being nimble and adapting to new circumstances or technology, and uniformly rude and aggressive towards us (I was an HP guy). The HP culture of always treating internal coworkers nicely sometimes grated on my nerves whenever we needed to get things done quickly, but overall it was a GOOD CULTURE of people who were ultimately nice and friendly (and still effective). I never got this feeling from the EDS people. They treated us like an "enemy" who they had to reluctantly deal with in order to get work done, and it just wasn't a good environment because of that.

Needless to say I am extremely happy to be leaving DXC this month.

That's a pretty blanket statement... The reality in the area I worked in was that EDS viewed our product/service as an outsourcing operation. We would sell the relicensed product and support it, but the IP was not EDS'. We were hemorrhaging customers because EDS would not invest in improving the product because they didn't own the IP and had no incentive to improve the product without customers funding all the enhancements.

When the HP merger happened some light bulb went off and someone said why the F are we doing this???? HP finally stepped up to the plate and bought the IP from the primary customer, and started investing little sums into it. By then however, it was far too late. Our group was on continuous decline and loss of customers from HP to HPE to DXC. And now I'm out and on to greener pastures thankfully.

I bring up this story because this is the EDS mentality. You may think it is the people that are the problem when in reality, it was a company without the perspective and foresight to see beyond a quick buck. The people were restrained and only allowed to do the minimum that the company dictated, that is where a lot of the problems you see today came from at EDS.

I guess it's a subjective view depending on where you came from. From an EDS point of view HP was an unprofessional organisation that was interested in nothing but pull through and flogging its own crap HP tin and software.

We lost customers because HP had a tin ear when it came to what the customer wanted. How many times do you have to apply for Capex to buy UltraSparc iv+ kit to remediate the platform for an application designed to run on SunOS? Well in my case it was three times before someone finally accepted that it would not run on Itanium and even if it did the Oracle licencing cost made the customer's business case redundant.

HP was a Neanderthal organisation. I am very glad to be out.

I've worked for EDS/HP/HPE/DXC for over 10 years, and during that time have remained current on certifications and made an effort to learn new technologies. The project opportunities that come up often don't utilize newer technologies, and although I'd love to apply the knowledge I'm accumulating, it's either take the work that's available, or be WFR'd. It's easy to make a blanket statement about all EDSers, when in reality it's far from the truth.

Experience -- valuable and desired in every industry except IT.

The P&G account was a well-oiled machine because P&G processes were very well thought out and executed. That should have remained the flagship account to be modeled after instead of trying to push the "Greater HP" methods onto it. They tried several times and failed. It was never going to work.

I eventually moved into the greater HP (A&DM) and relished the experience only because of the technical experience I was able to gain working on other accounts. Other than that, the people and processes were pretty scatterbrained.

Spot on, and if you listen to them, they will always say they were doing the jobs correctly and it was everyone else that was a problem, when in fact EDS drove HP into the ground, with their lack of knowledge, high pay and hostility. In order to survive this company, you`re a bully, or you know someone. Otherwise, you get sh-- and get payed nothing. This is the naked truth.