As a former IBM employee and now an employee of Kyndryl, I must admit that I feel deeply disappointed by the way the company is being managed in Italy.
While acknowledging the challenges posed by the current economic climate and the separation from IBM, which left Kyndryl operating without its own software and hardware portfolio, I believe that more could have been done to address the company's structural and organizational issues.
The average age of the workforce is very high, yet little seems to be done to address this issue constructively. Instead, the approach appears to be one of separating younger and older employees into two different legal entities, without providing genuine opportunities for professional development or clear career paths in emerging business areas.
The recent announcement of 87 redundancies is particularly concerning. Alternative social security and employment support measures, such as CIGO (ordinary wage supplementation), could have been considered. Rather than applying a scheme limited to one day per month, as was done two years ago, a more substantial arrangement—perhaps one month of reduced working activity every other month—could have provided greater protection for employees.
Despite the company's repeated statements that its people are its most valuable asset, the evidence seems to suggest otherwise.
IBM, although not always acting perfectly, has pursued more effective approaches to workforce restructuring and the management of employment-related issues.
When there is a will, resources and opportunities can still be found. The company convention held in Rhodes, Greece, in September is one example: when something is considered a priority, the necessary means always seem to be available.
This raises a legitimate question: why does the same commitment not appear to be shown when it comes to protecting employees, investing in professional development, and building a sustainable future for Kyndryl Italy?