From CIO to COO at DXC Technology

 

 

 CIO

Because everything DXC was doing operationally involved technology, DXC’s CEO saw then-CIO Chris Drumgoole as the perfect candidate for the COO position.

After serving as global CIO for GE, Chris Drumgoole became CIO of DXC Technology in March 2020. DXC is an $18 billion business formed in 2017 from the merger of CSC and HP Enterprise Services.

As a customer to DXC while at GE, Drumgoole was impressed by the vision of Mike Salvino, who had been named CEO of DXC the previous September. “In many companies, there is the technology path and the business path. Both are highly valued, but they are separate,” says Drumgoole. “Mike’s vision was that a technology services company should run like a technology company. When he told me that he was putting a team together ‘to transform DXC into what we are helping our customers to be,’ I came on board.”

Just as Drumgoole was joining DXC in early 2020, COVID was becoming a reality, which intensified the already critical role of IT. “Even without COVID, I would have participated in every leadership meeting, because that is the way the CIO position is viewed here,” he says. “But COVID really accelerated our virtual-first agenda.” During leadership meetings, Drumgoole certainly weighed in on how to get laptops and phones to employees, but the focus of the conversations was ultimately about how to work differently as a company.

Stepping into the COO role Continue reading

Why the ‘4 + 1’ workweek is inevitable

 

 

by Brandon Busteed

There’s been a lot of buzz about a 4-day workweek. But it will be the ‘4 + 1’ workweek that ultimately wins out: 4 days of “work” and 1 day of “learning.” Several forces are converging in a way that point toward the inevitability of this workplace future. Demand for flexible work, an appetite for learning, growth and development as a top priority among employees, and a fast-growing need for constant upskilling and reskilling will lead most employers to a 4 +1 workweek.

More than 9-out-of-10 employees desire a 4-day workweek but only 6% of senior leaders say they are currently offering or planning to offer it. And the single biggest reason leaders are struggling with the idea is fear about lost productivity. Early case studies suggest employers can be successful with shorter and more productive workweeks. But we may be missing the larger point here. U.S. employers are currently struggling with a talent shortage – most especially in roles that require new economy skills. Our gap in productivity is less about workers slacking off or not working enough and more about simply not having people who are trained or qualified for a particular role.

A 2019 IBM study estimated the time it takes to close the skills gap between open jobs and skilled workers capable of filling them has increased 10-fold. In 2014, the average time it took to close a skill gap was three days; by 2018 that had increased to a whopping 36 days. With stagnated population growth in the U.S. and a slowing of immigration, employers are faced with turning toward the existing workforce to find solutions for faster growth. In simple terms, it’s about employers growing their own talent. Suddenly, the tension about lost productivity due to a shorter workweek comes into direct conflict with the hard reality that nearly all employers will need to dedicate more time to training and learning for employees.

Add to this the meteoric rise in employees’ desires for learning, growth and development as a key criterion for selecting a job. A Gallup-Amazon study indicates 65% of employees say employer-provided upskilling is very important to evaluating a job. Further, there’s a considerable jump in employees’ interest in skilling if it’s done during work hours; 46% indicated interest in skilling outside of work hours while 65% indicated interest doing so during work hours. And to put a fine point on retention benefits, 71% of workers who participated in upskilling agree it enhanced their satisfaction with work while roughly two-thirds say it has raised their standard of living and quality of life. Enter the 4 +1 workweek.

A 4 +1 workweek will take various forms. It can be structured in so many different ways. For some employers it may literally be 4 days of work and 1 day of learning/training per week. For many, it will follow the flow of work demands where for some roles it may be blocks of learning and training time sprinkled throughout each day. For others, it could mean entire weeks or months dedicated to learning and training. However it takes shape, though, it’s inevitable.

Employers’ embrace of a 4-day workweek will improve dramatically as more recognize this moment as a once-in-a-lifetime opportunity to redesign work and America’s talent development pipeline. If productivity is currently the biggest fear of a 4-day workweek, productivity will soon be the biggest rallying cry for the 4 +1 workweek. And given all the data indicating employee support for skilling on the job, there’s little doubt the American workforce will embrace this move. The future is 4 +1.

Source: forbes.com

8 words you should never use to describe yourself in an interview (and what to say instead)

 

 

BY AMANDA AUGUSTINE

 

Stuffing your résumé and LinkedIn profile with generic buzzwords can be off-putting to potential employers, but it’s far worse when you recite them during an interview.

It’s fair to say that most people aren’t typically asked to describe themselves to others on a regular basis. However, when it comes to landing the right job, interviewers expect you to confidently talk about your abilities and the value you could bring to their team.

Whether your interviewer directly asks you to “tell me about yourself” or chooses a different line of questioning such as, “How would your colleagues describe you?” or, “What are your greatest strengths?” the end goal is the same: to get a better sense of who you are and determine if you’ll be a good fit for the position.

While it can be uncomfortable to share your best qualities to relative strangers during the interview process, it’s important that you’re prepared to speak about yourself with confidence. After all, if you’re not confident in your abilities, why should a prospective employer be confident in hiring you?

However, there’s a very fine line between confidence and arrogance during the interview process. The difference comes down to how you communicate—and the words you choose to describe yourself. The last thing you want to do is come across as conceited or inauthentic because you resorted to describing yourself with the same overused buzzwords experts warn you to remove when writing your résumé.

Below are some of the most commonly overused words candidates use to describe themselves during the interview process—and what you can say instead to communicate your value and win over your interviewers.

HARDWORKING

Let’s be honest: Is anyone ever going to say they’re unmotivated during a job interview? Of course not. While possessing this quality is certainly appealing to employers, simply making this statement won’t prove that it’s true. Instead of telling your interviewers that you’re a hard worker, convince them of your work ethic by showing them your capabilities. Continue reading

Burnout Won’t Prevent Itself

 

 

by Manfred F. R. Kets de Vries

While people make sure to charge their phones, they don’t always take the time to recharge themselves.

Everyone in the office wondered what had happened to Caroline. Word was going around that she had been hospitalised due to work-related stress. But how could this be? Caroline had always shown so much pleasure in her work.

True enough, Caroline had always put an enormous amount of energy in her professional life. She never failed to volunteer whenever extra tasks needed to be done. She was the ultimate, cheerful team player.

While Caroline heroically catered to the needs of others, it wasn’t so clear whether she was good at taking care of herself. Self-care didn’t seem to be her thing. But what is this self-care all about? It isn’t just about finding ways to relax. Rather, it is about making a conscious decision to prioritise your physical, social and emotional welfare.

Self-care can make you resilient against the life stressors that you can’t eliminate. It has important health benefits, such as improving energy and reducing anxiety and depression. Furthermore, it can strengthen your interpersonal relationships and increase your happiness levels.

Unfortunately, too many people view self-care as a luxury rather than a priority. They’re left feeling overwhelmed and too tired to handle life’s challenges. And then, like in Caroline’s story, the elastic band just snaps.

Self-care is far from selfish

When you take steps to care for your mind and body, you’re better equipped to live your best life. Self-care doesn’t mean ‘me first’; it means ‘me too’. It is a form of self-preservation, not a free pass to go into narcissistic overdrive. Continue reading

Leadership

 

 

 

 

 

 

 

 

 

Early in the pandemic, Josh Bersin called it the Big Reset: “The Coronavirus is accelerating one of the biggest business transformations in decades.”

As the business landscape evolves and employees reassess their priorities, leadership is changing as well. To reset thinking on what it means to be a leader today, we asked Josh Bersin and other thought and business leaders for their perspective.

 

The core of leadership is care. Everything else is a consequence. 

-Gianpiero Petriglieri, Associate Professor of Organisational Behaviour at INSEAD

 

For me, staying humble as your career progresses is key. It helps to actively seek input, ask questions, solicit advice and to attract, motivate and retain great team members. It makes for a better corporate climate, creates mutual respect and drives better outcomes. Plus nobody likes to work for the “smartest person in the room

-Andy Mattes, President  & CEO, Coherent Inc.

 

Leadership is about having the courage to change with purpose, quickly and at scale, while taking the time to care for and empower your people.

-Jeffrey Russell, President & CEO Accenture, Canada

 

I always have said my job as a leader is to get people to do more than they believed was possible (more impact than volume) 

-Kevin Campbell, Chief Executive Officer, Syniti

 

If you’re inspired by these perspectives on leadership today, stay tuned…there’s more to come!  And if you are interested in crafting your own contribution, please email me at janis@issg.net