ENTERPRISE TECHNOLOGY processes. We prioritise the customer in every engagement, tailoring solutions to meet their specific business needs, rather than promoting any particular technology or vendor. For instance, in our partnership with Parfois, we focused on delivering personalised, data-driven insights using the Snowflake platform, not because of vendor preference, but because it best served the client’ s operational and strategic goals.
Moreover, we foster co-creation and transparency with our clients, often working collaboratively to define the right mix of technologies. This approach is evident in customer stories where DXC has helped organisations like United Airlines and Syngenta modernise infrastructure and deploy AI solutions that were selected based not on vendor affiliations, but on performance, scalability, and relevance to the client’ s mission. By aligning our recommendations with measurable outcomes and customer feedback, we maintain a strong focus on delivering value without bias.
In what ways does DXC add value beyond technology selection – particularly in integration, change management or long-term strategy?
Many organisations discover that deploying a technology solution is only the first step. At DXC, we embed AI, automation, and industry-specific IP through platforms like our AI Workbench, to help customers scale innovation sustainably. And through our Innovation Centres, we work side-by-side with clients and partners to co-develop capabilities that are resilient, scalable and future-ready. Moreover, we are committed to enabling our clients to realise the full potential of the solutions they invest in. This requires on-going expertise, integration and continuous innovation.
Daiichi Sankyo, a global pharmaceutical company, serves as a perfect example. They had implemented ServiceNow IT Service Management( ITSM) years earlier which over time evolved into a common global platform. More countries began deployment and the number of managed applications began to rise, resulting in an increased operation and maintenance workload for their IT employees. This is when they approved DXC as their ServiceNow ITSM global maintenance partner, not just to keep the platform running, but to transform it into a true strategic asset.
We helped them enhance and integrate ServiceNow into wider business processes, unlocking data-driven insights and driving greater agility across the organisation. We enabled them to achieve efficiencies, improve decision-making, and find ways to continually adapt the platform to support their evolving business needs. That is the essence of our approach. We stay invested in our customers’ long-term success, not just their initial implementation.
With so many new vendors entering the market, how does DXC evaluate and onboard emerging players into your partner ecosystem?
We follow a strategic, value-driven approach that emphasises innovation, scalability and alignment with customer needs. While we maintain strong relationships with established players like Microsoft and Dell Technologies, we also actively seek out emerging technology providers that enhance our ability to deliver cutting-edge solutions across industries.
The onboarding process typically involves collaborative solution development, where we work closely with new partners to codesign and implement integrated platforms tailored to specific client challenges. For example, in a recent engagement with a global manufacturer, we leveraged our ecosystem, including both established and newer partners, to deploy a hyperconverged infrastructure( HCI) stack that enabled real-time data processing and factory-floor optimisation.
This approach ensures that new vendors are carefully selected based on their ability to contribute to DXC’ s mission of delivering measurable business outcomes. Our emphasis on joint innovation, global scalability, and customer-centric design helps ensure that every partner, emerging or established, adds tangible value to the ecosystem.
What trends are you seeing in customer expectations from channel partners, and how is DXC evolving to meet them?
The expectations of large enterprises in the Middle East and Africa are markedly different from those of smaller businesses. Our customers, which include some of the region’ s leading brands, expect their technology partners to demonstrate proven expertise, scale and resilience.
At this level, pedigree matters. DXC’ s 30-plus years of experience in the region, a presence in 10 strategically located cities across Middle East and Africa, and the ability to draw on our regional delivery centres and multi-lingual talent pool, gives customers confidence that we can deliver complex, business-critical programmes at scale.
We are also seeing ESG move to the top of the agenda. With the UAE and Egypt being among the most recent hosts of the landmark COP summits, and the relatively recent introduction of unified ESG disclosure metrics by the GCC Exchanges Committee, the bar has been raised. Enterprises are no longer just looking at their own operations, but also considering their partners’ commitments to sustainability and inclusion.
With a 58 % reduction in greenhouse gas emissions since FY19, procuring nearly 40 % of our electricity from renewable sources, and recycling or reusing 99 % of our e-waste, DXC has a competitive advantage. We also bring this expertise into the solutions we deliver, helping customers embed ESG principles into their own transformation initiatives.
Customers can be assured they are working with a partner that not only shares their technology vision but can also help them realise it in a sustainable and inclusive way. •
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