HFS Highlight: Luxoft’s Agility and DXC’s reach and infrastructure is paying dividends for clients during COVID-19 pivots

Times are changing fast these days. They were already, but normally in business it is a conscious decision to drive change.  It might be a good or a bad decision, but there is an element of choice involved. The situation we find ourselves in now is that change is required out of necessity and business survival. Covid-19 has forced a rapid change in supply chains and workflows that were designed originally with different requirements in mind.

Therefore, it is imperative to choose the right partner to help your organization pivot during these turbulent socioeconomic times. A strategy is required fast, and a solid delivery plan to back it up. Although all IT service providers now offer an agile approach to technology change some are more agile than others.

On paper, many services companies tell a similar story with Agile Project Management methodologies at the heart of their practice with the ability to deliver secure virtual and remote desktops at scale quickly. However, there is more to dealing with the situation than just providing the capability.  It needs to be implemented in a structured way with good ongoing management to ensure a successful pivot to the new ways of working and successful embedding of new processes.

DXC & Luxoft have many real-life Covid-19 response case studies that detail how they have been able to successfully pivot for the clients.  For example, in Spain for the Andalusian Health Service, DXC installed 3500 VPNs and change network management so health professionals could transition to work from home https://www.dxc.technology/covid-19/flxwd/148635-helping_our_customers

The problem organizations face is how to decide which company has the best fit to meet their challenges.

A good starting place is to work with IT services providers for whom this is nothing new.  The ones who have been working at a higher operating model with more experienced technologists and consultants as the normal and who can deliver agile projects without supervision. This might sound obvious, but agile delivery is very much tied to experience. So if the operating model of the provider is not focussed on senior technical and management staff then delivering agile projects can become problematic.

Luxoft is one such organization.  87% of their talent pool has over 5 years’ experience and 83% have a master’s degree or Ph.D. Many of their development projects were already being run offshore with their technologists working from home regularly.  It’s not a new operating model for them.

The merger with DXC has also brought additional benefits.  It’s the best of both worlds.  The agility and development expertise of Luxoft backed up with the infrastructure capabilities of DXC.  This has enhanced Luxoft’s capability to be able to deliver a one-stop-shop for complex delivery, hosting, and secure virtual working environments. 

Bottom Line: Executive looking to de-risk their emergency transformation plans need to understand the importance of hiring a solid pair of hands to guide them.

Luxoft has built its reputation on technical expertise. They use this rather than cost or staff numbers to differentiate themselves amongst their peers. Feedback from executives who have worked with them in the past, before the COVID crisis, confirmed that they were able to able to deliver complex technology solutions comfortably with a complete offshore model, via teams working from their delivery locations and at home. They have produced a useful guide called “A Practical Guide to Sustaining Momentum in Uncertain Times”. It provides an overview of their capability and where they can add value when change is required fast.

https://www.luxoft.com/covid-19/