Pros
The 'pros' are very little these days. After 22 years service I have seen this company (from a CSC perspective), slowly decay year after year with ineffective leadership. This company 'was' a total pleasure to work for during my first 10 years service, I was one of the loudest and proudest supporters of it's ability, positive spirit, its good strong and sensible leadership team, the general 'can do' attitude of its workforce but sadly it is a former shadow of itself. The most recent leadership team under the direction of ML "talk the talk" for the sake of the share price and market analysts only (which we know is important) but beyond that we have a management style led from the top that inspires reactive head shaking (in agreement), who seem to be selected mainly as a result of their ability to not think themselves just do as they are told. The excellent senior leaders of 'yester year' have all gone, or have quietly 'moved out' of the limelight into the accounts and vanished into the tree's out of sight, and as a result of the several changes in leaderships over the past decade, with each change, their former seniority gets covered up more, allowing them to survive as they realise that their skills as 'real' managers / leaders would not be tolerated by the current regime. It's all very sad.
Cons
Please read 'pros' the cons sadly are too many to mention. Morale at the 'coal face' is very low, and the staff are frightened to voice this. CSC used to have a good development programme for managers and leaders. All would manage 'staff' so this was a core element of their development. They would be coached by leaders on how to manage their best asset; their people. Today this does not happen. We have senior people from various backgrounds whom are terrible resource managers whom do not understand the psychology of people, treat staff poorly BUT their is no longer the oversight / coaching / development on how to improve this skill, and it's now a "real real" issue. A strategic / technical genius does not make a good team / staff builder. Development plans used to be 'real' and taken seriously. In truth today it's a box ticking exercise by most, seen as an administrative 'overhead' by managers (as they are not trained 'properly' and are given no time to do it properly in reality), whom generally don't really have the skill or experience to genuinely career coach. So the latest 'culture' is not to nurture staff, more so just put the emphasis on self development and it's 'solely' your responsibility to make it happen. We all know it needs to be a 'handshake' in reality. It's an example on how morale is affected. The company does not make its people feel valued. That's 'intrinsic' value (Maslow) which money can't directly buy and coincidently generates a longer-term and higher 'free' return on investment with respect to 'goodwill' of the workforce.