That post is .....
..... a perfect illustration of the attitude that made the acquisition doomed from day one.
I don't recall seeing people scooting about in EDS gear for a long time. EDS was acquired in 2008, I should imagine that most logo kit rotted years ago.
EDS's USP was its agnostic approach to solutions. We built with the most suitable solution for the Customer's requirement. The Customer being the one that was paying, the Customer being the one whose view ought to count in some shape way or form.
HP and Mark Hurd apparently knew better. They believed we should push HP at all costs even where a Customer specifically wanted something else. I'll give you an example, I was upgrading infrastructure from Ultrasparc iii to Ultrasparc iv+. The solution, the application was not changing, was designed to run on Solaris. The Customer specified that the upgrade was to be to Ultrasparc iv+ and this fitted their roadmap and wider strategy. It also kept Oracle licence costs down.
Three times I put in the order for kit and three times it was rejected by Global Procurement so three times I had to explain why HP Itanium was not suitable. Eventually it took a VP's escalation to get me the kit I needed. My project ended up several weeks late purely because HP could not get it into their head that a Customer (i.e. the ones paying) would want something other than HP kit.
I saw this behaviour time and again. I had a senior Customer tell me directly that he would not be sold HP kit as a reaction to the pressured approach. HP soured relationships and lost sales through their 'needy' sales approach. I could count on the fingers of one mitten how many Customers were overjoyed when HP took EDS over. They knew what was coming.
HP cost stripping and hard sell killed EDS. An HP sales person not being able to understand that does not surprise me in the least.