Thread regarding DXC Technology layoffs

@9svt+1uqs0ELQ; You said that clients need DXC for SNow. That is why acouple of companies that I applied to for jobs have spat the dummy when I mentioned that I had used it albeit briefly. They said it was the worst piece of S**t that they had come across.

@1oal+1uqs0ELQ SAP and Service now are custom applications. if they weren’t our customers wouldn’t need DXC to configure them.

SAP is so complicated and Service Now is too!

Wake up!

They don’t win but DXC doesnt sale repeatable products and procedures. Always special that is hard to
leverage.

I used to work on a leveraged Storage and back team where we supported hundreds of clients on the same gear. When specialized requirements or rush projects came in we failed.

The other issue is everyone is pulling at other resources to get the job done with no clear understanding which project or account gets priority.

You have to beg the server and network teams to do anything.

The paper work to make a simple change that’s weeks when the change is only 5 minutes of actual work

When specialized requirements came in it sc--wed up the process

It was "10 x 15 minute FREE slots" between meetings! The guys who don't go to the meetings and do the work get made to explain what they have been doing. And then called into a meeting to justify it. The people who attend the meetings, they know they are attending the meetings and that's all fine.

@3oqd+1uqs0ELQ You lucky so'n'so if your 10 meetings a day are only 15 minutes long, I've been complaining about 10+ x 30-60 minute meetings a day for 3+ years and still it continues. I would have thought the umpteen managers insisting on those meetings would have gotten fed up of me going "sorry I haven't done that task because I've been in meetings" by now but no instead they go "lets set up a call to discuss the issue" and so round and round we go.

@3bcs+1uqs0ELQ The company (possibly not limited to DXC) has lost sight of the fact that you cannot do value adding work when you spend all day on teams calls and reading and answering emails. Many of which are just repeats of last week, where nobody took any of the information in because they are too busy to read it properly. Management say it's not all day but 10 x 15 minute free slots is not 3hrs of value adding time, and even if it was, it's still not enough time to make any useful progress.

Follow our competitors - ban email and spreadsheets - use propper project task tools. And set in meeting free days. There are solutions, more meetings and more spreadsheets is not it!

In insurance, there are many managers in upper management that are all decreasing productivity due to their antiquated push to track everything in spreadsheets...even if it is already covered elsewhere. They meet daily to micromanage things they don't truly understand, and almost weekly push a drastic change in direction. They are essentially managing from behind, by reacting to random shiny things, instead of leading and working to define our own identity.

Price is what you pay. Value is what’s delivered and realised. One might suggest DXC does not deliver value regardless of price. That’s why there is no new or repair business especially when the skilled workers are so poorly treated and few are left.

It depends om what part of DXC you are looking at. For GBS there is a lot of new work in the SAP BU and Service Now. Both have double digit growth YoY. In custom apps not so much.

When a buyer is circling DXC cost cut and cost cut some more, offshore to low cost delivery centers, replace people with processes and procedures. Buyer disappears and there is no one left to do the work or direct the low cost delivery army as god knows they can't direct themselves, no initiative no drive. Need to escalate to get any of them to work. Take out more people put in more links that don't work to processes that are convoluted. Ship is sinking, how to fix the bottom line? More cost cutting. It's an endless circle getting smaller and smaller.

@1dyn+1uqs0ELQ Agree. The architects who are supposed to know admit they couldn't design a carboard box, and ask the developers on the ground. And those people say F*** off, you earn double what I do, and the company won't even give me £50 extra. Although when you do that the client just cancels the idea. To the clients - just employ the good people who know directly and let DXC die will you! Otherwise we'll be gone and then who's gonna run your IT services, another offshored sell 'em what they want to hear outfit.

They can't win anything because the big companies know how badly the execs are treating the workers on the ground.
One very big and important company recently went through a migration that did not go well and still has big issues. DXC still cannot get some applications to work on the new system. The client did look at DXC doing the migration on a secure network but DXC did not come back with a plan or quote for ages so the client has said no more dealing with this shower of S**t. When the current contract ends the company will not renew with DXC.

There are a tonne of incompetent architects stuck in the dinosaur age who only know the answer it’s too complicated or can’t be done. I had one who quoted 4 months to deliver something which could be done in 2 hours max.

Not all the blame is on them.

However the problem has to be more nuanced than that. Surely new recruitment and some competent promotions would have fixed that issue.

Unless of course the main goal is to shrink the business, lead the markets on, collect more money. Every successive CEO has played this game and made a lot of money out of it.

DXC can't show it can deliver on the simple stuff. Why would anyone trust it on more complex things. It's tied up on its own paperwork, which it has nowhere but email to store. It's full of people spouting how complicated everything is and telling clients why they can't. And when it does get a job on, it's so slow at it. So clients try somewhere else. DXC had its chance and stuffed it. It been too busy trying to sc--w it's own staff on salary. It's not gone unnoticed that even the staff don't think you should get DXC to do something.

They’ve spent all their energy downsizing and shifting to low cost delivery. None of the CEOs have ever actually focused on the accounts and setting proper goals for sales. There is not a cohesive plan. People just sell what they know. There is little attempt to integrate across offerings. Often some parts are given as a loss leader for other parts, meaning lower margins on like hosting and higher for other things (in theory). They don’t have the talent facing the customer to have meaningful business conversations. They wait for orders that seldom come. They are not aggressive with good business propositions.