134 | theceomagazine.comWe support these businesses and give them access to
our customer base and accelerated growth.”
Despite the unpredictability of the IT industry,
that’s not actually the hardest part of the job,
according to Michael.
“The biggest challenge is getting the talent pool
right. Given the diverse region we operate in, we
have a very diverse workforce and leadership team in
terms of legacy, experience, culture and gender, and
this makes me proud. To find the right people, we are
always having to change the way we source our
talent, the different incentives we provide, and
particularly, the way we train employees in an
ever-evolving digital world,” he says.
DXC employees completed more than three
million hours of training during FY2017. The
company also introduced more than 1,700 young
people in 14 countries to coding through a fun
global challenge. It also engaged 15 per cent of its
workforce in Employee Resource Groups particularly
focused on inclusion and diversity. “In the future,
I think we will still use a significant portion of our
own workforce, but we will also make use of
crowdsourcing and different alignments with specific
universities and customers.”
Looking ahead, Michael is in pursuit of
three major goals in line with DXC’s standardised
global strategy. “The first is to focus on digital
transformation, helping our customers transform their
businesses. They need more agility, flexibility and
speed, and we deliver this by combining a handful
of different technologies thanks to our strategic
partnerships,” explains Michael.
“The second priority is to directly invest in our
talent and gain access to the best skills and people.
This means instilling a strong collaborative culture,
which leads straight to our third strategy of valuecreation for our company and customers. The
traditional outsourcing industry will change
significantly, as will the companies it serves. Now, the
customer can use the service when they need it, and
pay only when they use it. This is a real challenge for
us as an industry, as the model is moving away from
long-term, less flexible contracts between customers
and suppliers. Fortunately, we are ahead of many of
our competitors in this respect.”
As an example, Michael explains, “If you were to
walk into one of our digital transformation meetings,
you would see our customer’s employees and our
own employees sitting around a table working on the
same project as one team. They are united. The team
is led by us, but the customer is fully integrated into
the work scene to ensure we develop a deep
relationship with them.
“The digital revolution has forced us to change
our thinking from a technology point of view to
a customer-centric view that uses the best technology
to achieve the best possible solution. We’re more than
a consulting company – we’re in the digital driver’s
seat, actively implementing change and leading our
customers towards digital transformation.”“DXC Technology collaborates with strategic partners such as Microsoft
to bring a consistent approach to delivering both initial adoption and
ongoing operations and innovation for IT platforms, including Microsoft
365, Azure, and Dynamics 365. DXC drives operational, security and
business outcome capabilities through these projects.” – Dan Hushon,
SVP, Chief Technology Officer, DXC Technology“ THE BIGGEST CHALLENGE
IS GETTING THE TALENT
POOL RIGHT.”
INNOVATE | Interview