Anonymous has left a new comment on your post "How long will the CSC plane stay in the air?":
The greatest failure of CSC's executive management is one of a failure to understand human behaviour.
Laphen introduced a culture of penny-pinching & short-term financial performance at the cost of long-term investment, growth & ultimate results.
1. Unhappy customers where accounts are pillaged for profits early in the contract lifecycle, leaving teams the difficult task of turnaround in the final year or 2 before contract renewal, with an already damaged relationship.
2. Disillusioned staff working in an organisation where career progress & development, reward & recognition are either non-existing or an insult to intelligent professionals. Is a £50 voucher really a valid reward to a professional on £40-£60k who has just worked a 6 month contract putting in hundreds of hours above her contracted hours?
I've also heard of many staff willingly working roles of increased responsibility above their pay-grade, or extended hours, for months & years, with no promotion or proper recognition of their achievements. In fact, worse, I've heard that many have done so to abject criticism from middle & senior management. Consequently, staff morale has plummeted.
3. Continue replication of this same culture from the top down across the organisation. Culture spreads from the top & is encouraged by the behaviour of senior management & the associated pressure placed upon subordinates.
What Mike Lawrie really needs to do is to change the short-termist culture that is now pervasive in CSC, before all of the good leadership staff that are capable of re-starting the engines come to their senses and leave. He needs to introduce means by which staff who are willing to take on challenges of all shapes and sizes are recognised and rewarded.
He then needs to simplify the organisation in terms of focus. Not necessarily by grouping together roles of a similar type, but by understanding what services customers really want from IT service providers and aligning service groups focussed on these, with control over more of their own resources, and far less use of global "leveraged" resources.
Leveraged resource models sound wonderful in principle. However, they remove the requirement for any proper day to day staff management, and staff become increasingly removed from the technology teams within which they are supposed to be working, moving from account to account with no real sense of belonging. This leads to a tendency of staff being treated as a "resource" and NOT as people.
When will CSC wake up and realise India's honeymoon is over? Other service industries came to this conclusion several years ago, with problems of language & culture coming together to reduce the customer service experience.
Many of the more progressive outsources are already using Filipino resources, where the accent is less pronounced, and the culture strongly Christian & much more Westernised than India. It's laughable that CSC manages to get into Gartner's Leaders Quadrant as it does. A little bit of strategic understanding & vision immediately highlights CSC as not a leader but a lagger.
To end, this comment, I'd like to say that in my experience, CSC's greatest asset is it's people & until more than lip service is paid by the excutive board to this fact, then the plane will continue it's downward spiral.
I, for one, am out.
Wednesday, 13 February 2013
A comment that is so good it needs highlighting as a posting.
Posted by Busy Bee at 17:55