DXC

Former Employee - Principal/VP/Director

Prior to the CSC acquisition of Xchanging and the subsequent merger with HPE to create DXC, Xchanging was a great company. The management team was good and the leadership for the US was engaged with clients to provide great solutions. After the acquisition by CSC, the Xchanging team became sidelined and the old guard at CSC took control and brought their old, outdated management style, technology, tools and processes to Xchanging - who was far advanced in building leaders and top notch teams. It's sad to see that those who have been with CSC for many years are the ones who stay around with their old styles. Young, up and coming leaders become discouraged. DXC could do with some training on inclusive thought. They don't assimilate acquisitions well and history has shown only the mediocre stay behind.

Former Employee - Principal/VP/Director

They are known (as CSC) to acquire companies and keep whoever wants to work with their outdated leadership and processes. They are not known to be receptive to new ideas - even if they have proven to generate revenue. The culture is "we acquired you, forget what you know and let us tell you how to do it.". Hence, an impact to organic growth with the old team - and the need to acquire accounts through acquisition to grow. That's okay until they run the good folks from that company off - then back to only the mediocre folks left - business slowing - and the need to look for another acquisition.

Former Employee - Senior Associate/Consultant

DXC was a merger of CSC and HP ES. An example of when mergers create lay-offs not synergies.