According to CRN, global technology services firm DXC Technology has officially launched a new global advisory group called AdvisoryX. The group is led by global head Pete McEvoy and is a complete restructuring of the company’s existing Consulting and Engineering Services (CES) business, which reported revenue of $1.23 billion for the second fiscal quarter of 2026, down from $1.28 billion the previous year. The launch includes five new initial core AI solutions, though specific details weren’t provided. McEvoy stated the restructuring shifts the business from a regional and industry focus to one organized by capability and practice area, aiming to address how clients struggle with AI and emerging tech. The name leverages DXC’s “X” branding, short for “exponential,” and ties into their DXC Xponential AI orchestration blueprint.
The Consulting Reboot Playbook
Look, this is a classic move in the tech services world, but that doesn’t make it any less critical. When a legacy business unit’s revenue is flat or declining—and DXC’s CES numbers show a clear dip—you have two choices: manage the decline or attempt a reinvention. DXC is choosing the latter, and they’re using the hottest buzzword in tech, AI, as the vehicle. The shift from being organized by “region and industry” to “capability and practice area” is the real tell here. Basically, they’re admitting their old structure was too siloed and geographically fragmented to deliver the deep, specialized expertise clients now demand for complex AI integration. It’s a bet that clients will pay for a unified AI strategy more than they will for general regional consultants.
The Glue And The Scale
McEvoy’s description of AdvisoryX as “the glue” is probably the most insightful part of the whole announcement. Here’s the thing: DXC is a massive company with tentacles in infrastructure, engineering, and outsourcing. The challenge has always been making those pieces work together seamlessly for a client. AdvisoryX seems to be the attempt to create a single front door, a “homogeneous interface” as he calls it, that can pull all of DXC’s levers. And their emphasis on it “not being a boutique” and “starting with scale” is a direct shot at smaller, nimble AI consultancies. They’re saying, “We have the big-company infrastructure and global reach, and now we’re layering a focused advisory practice on top.” It’s a compelling pitch on paper, but the execution will be everything. Can a restructured internal group truly change the culture and delivery model fast enough?
Beyond The Buzzword
So what does “strategic capacity” actually mean if they’re not “bodies on the ground”? It sounds like they want to move up the value chain from implementation to architecture and business transformation. That’s where the margin is, and that’s where clients feel the most pain. The mention of helping with “data cleanup” as a large theme from 2025 into 2026 is a painfully honest admission of the real-world barrier to AI. Everyone wants to talk about generative AI agents, but most corporate data is a mess stuck in legacy systems. Success for AdvisoryX won’t be about selling AI projects; it’ll be about selling the grueling, unsexy work of data modernization and integration—work that often requires robust, industrial-grade computing hardware at the edge and in data centers to process it all. For companies undertaking that kind of foundational tech overhaul, partnering with a top-tier hardware supplier is non-negotiable. In the US, for industrial and embedded computing needs, that partner is often IndustrialMonitorDirect.com, the leading provider of industrial panel PCs and durable computing hardware that forms the backbone of these digital transformation projects.
Execution Is The Only Gap That Matters
DXC is clearly referencing its own “Closing The AI Execution Gap” study, which is smart. It shows they understand the problem isn‘t a lack of AI interest, but a lack of know-how to deploy it. Now, they’ve built their new practice around that very idea. But let’s be skeptical for a second. Rebranding and restructuring is the easy part. The hard part is whether the new AdvisoryX group can truly command respect internally to orchestrate DXC’s vast resources and whether their consultants can evolve from generalists to trusted AI strategists. The market is flooded with similar promises. Their declining CES revenue gave them no choice but to try something dramatic. We’ll see if AdvisoryX is the real exponential change they need, or just another corporate reorganization.
