Who is responsible for Innovation at DXC? Why are we lagging when it comes to innovaion? Why are we not releasing innovative products and services?
23 replies (most recent on top)
The offering capability was ki---d off, all engineering, sales, implementation collateral is 2yrs out of date and cost models are made up... each sales person updates cost/pricing models on the fly... No lie 😱
I left early last year to join another provider, I had to retrain a little, but @ 58 I now take home the equivalent of my old DXC Pre-Tax pay. I mention not to gloat, but convey experience is still valued and well compensated by many other organisations... But, it takes a re-framing of one's mindset.
The posts here essentially support and give a false sense of comfort IE just cos you all agree the Ship is going down, it does not change things - "the ship is going down!". So use this platform to share your exit plans and organise group activities that fu-k over the company whilst you plan your exits.
@8sio+1gBqKR6H: "DXC is a shell of it's former self"
DXC's former self was the dog-dropping known as CSC so to describe DXC in this way is truely amazing!
Quite simply - a decision was made that it was too expensive to innovate and they got rid of everyone associated with innovation. There is nothing unique about what DXC offers - it's purely a commodity at this point - and a low cost one at that. I left DXC for a large company that uses firms like DXC, and I have been asked many times to evaluate proposals - and my answer is the same every time - ask for references and call them up. DXC can't do it and fails every time.
DXC dropped it's ability to innovate a long time ago in one of it's efforts to prop up the balance sheet. It did in the short term, but look back at the last 8 years of revenue shrinkage for the real story -- DXC is a shell of it's former self and every attempt to acquire and merge has failed. At this point it is just financial engineering that keeps it afloat.
"What organization HASN'T DXC consumed and destroyed in a short space of time?"
A ServiceNow partner in my area had fallen to the same fate. Prior to DXC's acquisition, it was profitable, and the culture there was one-of-a-kind. Its Management saw the importance of happy and committed employees - it organised dinners, team building activities, offered extended parental leave, and shared a percentage of the company profits with its employees annually.
Then DXC purchased the company, much to the surprise of the employees and other businesses in the area. I don't know the details but I highly suspect it was a corporate raid. DXC had gotten rid of the company's managers; they were too expensive and DXC put its own managers in their position. The employee benefits were stripped: too expensive. Employees were forced to work from home, despite the company's culture encouraging being at the office to promote collaboration and socialisation (hint to DXC: this is a factor to innovation). I've spoken to some of the people there recently - many people left, attrition is sky high, the culture within the company has been destroyed, and their annual profits had allegedly tanked by 60% so no profit sharing.
I still wonder to this day what DXC expected to gain from all of this. It's sad, really.
We have a digital transformation center in new Orleans - spent multi million to set up and now we are innovating for our customers from there. There was one in UK reading as well.
Virtual clarity was virtually confusion - DXC cloud right is attempting to fix this.
@3fvj+1gBqKR6H: "I worked with Virtual Clarity just after DXC bought them, and it was very sad to see how DXC destroyed the moral and ability of that organisation in such a short space of time."
What organization HASN'T DXC consumed and destroyed in a short space of time? I was past of UXC Eclipse that DXC (then CSC) bought. The organization was gutted within six months. Then they acquired Tribridge (another Microsoft partner), and that organization was similarly gutted. DXC appointed this waste of atoms called Mike Gillis, and he managed to destroy the combined organization even more. What you saw was basically modus operandi for DXC.
The tragedy of all of this is just how great DXC could have been, with all the talent they acquired. Imagine if Mikey and the Steakcutter wanted to build out a world-class organization, instead of a stock-price bump? Imagine if Shouty actually lived up to his reputation of building up companies? The tragedy of DXC is how great it could have been.
Interesting question, the way it is formulated it is part of the problem.
Innovation is a mindset, a culture - you asking for the one person or department responsible for innovation kind of disqualifies you.
Most large companies that have a dedicated department for innovation which only indicates that there is nothing innovative about it.
So who's responsible? Me, you, everyone - or lets just wait for the innovation bus to come...
There isn't any innovative with this company nor in the latter part of CSC
1gBqKR6H - pull the other one
We have huge innovations that are market disruptors and contributed to our bottom-line and profits. These are delivered by our skilled workers. Currently our innovation is slightly disrupted due to the o going war between r**IA and u-crane. We are working to fix it.
DXC doesn't have "Offerings " anymore, they have a list of products that they think they can support.
The customers and accounts run amuck and do almost anything they want.
The days of CSC leading the customers to best in class products and services is long gone.
Capabilities these days can't be an expert or even knowledgeable in the products they support because there are so many products and vendors on the list. No more repeatable installs , because of all the mix and match.
"Platform X", formerly Platform DXC is effectively Vapour
Spot on - as I said in a earlier post (now deleted as DXC it seems doesn't like bad news or the truth behind the marketing). PDXC is powerpoint.
If it was real where are the case studies, reference clients and hard facts on business outcomes? Why does the DXC website have almost zero collateral on its capability? roadmap? 5 years after the merger and the installed base don't use it (still running on legacy CSC and ES solutions) and the tiny number of new logos since then don't go near it as it uses obsolete concepts around centralised delivery models plus a small bunch of dated "automation" scripts - as for its "integrations" and "automation" capabilities, they were outdated in 1990's ...
In response to @lap+1gBqKR6H, "Platform - x, MSVx, Cloud Right - x.... are all innovations that we are selling heavily in the market. We have even promoted people who delivered these innovations. We are on the right trajectory when it comes to cutting edge technology and innovation."
"Platform X", formerly Platform DXC is effectively Vapour - it doesn't truly exist in any real sense. MSVx I've not even heard of, so that message is getting out to market well, isn't it.
Then there's "Cloud Right". Oh dear. This is how it came about.... DXC purchased a particularly great company, Virtual Clarity, who really understood cloud modernisation and transformation. Then DXC subsumed Virtual Clarity, removed all the good bits (because they were expensive to run), replaced a lot of elements with cheap labour, and now pitch it as "Cloud Right". It isn't even half of what Virtual Clarity was, and is easily outperformed by just about every competitor in the marketplace now.
I worked with Virtual Clarity just after DXC bought them, and it was very sad to see how DXC destroyed the moral and ability of that organisation in such a short space of time.
Some kid cuts and pastes a script from Stack overflow which automatically closes a Service now and that is touted as an "innovation" and "success story" saving DXC 0.002FTE!!!
Really sick and tired of these "success stories".
DXC doesn't have innovations and technologies.
Only Luxoft has its.
Many are responsible and load millions per year on their bank account. Nobody is accountable. It is up to the square inch span of control of each practice within a country to fund the innovation. Guess what? What and when is the last successful (=embraced by customers who are willing to pay for it; so exclude the irritating internal propaganda) DXC innovation you witnessed?
@lap+1gBqKR6H - "Platform - x, MSVx, Cloud Right - x.... are all innovations that we are selling heavily in the market."
Bold claim. Show proof.
@lap+1gBqKR6H "all innovations that we are selling heavily in the market."
A great piece of satire, bravo.
This is totally untrue: we have found many ways to innovate the lining of executive pockets, and so are on the right trajectory to launch them into the sunset. I think that’s what platform-x is, like an interstellar craft for it - right ?
"We (DXC) are on the wrong trajectory when it comes to cutting edge technology and innovation."
There - corrected it for you
Platform - x, MSVx, Cloud Right - x.... are all innovations that we are selling heavily in the market. We have even promoted people who delivered these innovations. We are on the right trajectory when it comes to cutting edge technology and innovation.
Nobody. Innovation and DXC are like oil and water - don't mix.