Are there any new large contracts or other service business coming to DXC ?
5 replies (most recent on top)
I know the sales been given high target to achieve. But the delivery team is not motivated anymore. WFR, no increment, cut, control expenses. No good news at for the people on the ground. Keep shouting making revenue for company. But the revenue is actually going to the top level pocket, not the employee on the ground. Cutting the good people, retaining poor quality resource.
This is not for me. I am out.
@OsBfuLt-omv, reading your post .. trying to figure out which side of the fence you are on? Defending DXC or speaking from you limited exposure to the "client" perspective?
I have been at clients site and SKA penalties are being paid in the 6 figures.. monthly and not annually.. this organization may be able to fool some of the clients but not all the clients.. I was so embarrassed by some of the "fast talkers" at the management level, who are trying to convince the customers to overlook SLA or placing the blames on the customers. The customers are better equipped and tech savvy, fought back and won to hold DXC's feet to the fire....
I worked at CSC > 10 yrs and the leadership was always like this. You would swear they will lose their clients and have no opps for growth but they always came out ahead. The concepts with outsourcing IT will be this company's survival. The client base is always demanding reduction in $$$ (which they say is a natural flow from the key business driver that increases productivity) or going with the lowest bidder for new business.
SLA penalties are rarely assessed because with a little creativity the client can always be called out for contributory blame for SLA failure, or clients expectations far exceed the language in SLA. (For example, our offshore support team left a message on a person's desk phone at 1 AM, on the weekend asking permission to remotely reboot a locked up server. They never got a callback so left the server down, they met response time and waiting on client action stops the duration clock on the restoration time. )
YOU GET WHAT YOU PAY FOR in this industry as well as others. Many of us want to go to work and do the best job possible. That however is NOT part of any contract.
If YOU were a global client, would you take the risk of giving your large contract to a supplier who:
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Lacks historical credibility;
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Who brings with it the baggage of two previously failing companies;
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Is going through a never-ending transformation that has impacted on the SLA's of many well-established clients;
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Is likely to cut out all your local support experts at any moment;
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Has a high-risk of impact on your business as the company aims to cut costs by another billion and headcount in half;
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Where its own employees rate the CEO <30% on glassdoor;
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Where the only vision exists in powerpoints and web-heavy pages of outdated technology;
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Where a bullying and intimidating culture exists and ethics is something that's written on a PDF
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Has a culture of non-reward/recognition where revenue-decline awards its top ranks with huge bonuses ?
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and where the client is only put during sales and then left alone to cope with the implementation mess
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Where the governance breaks down after level 3 and a total lack of integration, communication and ability to secure the required skills puts the client work/service and product at risk
You do the math (or the maths)
No, and there won't be. And that is just fine with the "leadership" of DXC. Their intent isn't to grow the business anyhow. It's to enhance their personal wealth as quickly as possible before the ship plunges below the water line.