360 Assessment (Political Dynamics and Change Resistant) - Recensione dipendente - Specialist Program Management presso L3Harris

2,0
28 feb 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

●Degree of autonomy and flexibility ●Very down-to-earth friendly people: (till they met with change) ●Competitive Pay

Svantaggi

Organization Dysfunction, & Systemic Interia, Artificial Environment: ●Lack of foundational structure, ownership, horizontal and vertical alignment from leadership which amplify siloes ●Ton of Job scope creep ●Lack of feasibility when addressing capacity, capability, and practicality given upfront execution constraints to set realistic expectations ●Willful blindness attitude from leadership ●High political positioning drives decisions ●Authority is often given without full ownership and resources ●Information asymmetry is prevalent ●Performance measurement is subjective, and perception outweighs impact ●Deeply resistant to change ●Cutthroat and Backstabbing management with avoidant behaviors to diagnose real issue ●Employees talk about each other like they are in high school

Esplora altre recensioni su L3Harris

5,0
8 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The compensation and benefits package are very strong and attractive

Svantaggi

They doesn't allow remote work

2,0
5 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Missions are impactful to the world Top talent in specialized fields Wonderful people Respectful environment

Svantaggi

Processes and policies are not robust enough to support the large growth / merger, which leaves everyone operating in silos and interpreting things in their own ways Shared service model is not structured properly Not enough critical thinking around how budgets should be allocated for tools, capital, and salaries Higher level leaders are too in the weeds and not working on the harder strategic aspects Businesses are not aligned with common products to gain best synergies as all businesses fight to defend $s not what actually makes sense for the company (radios sharing same suppliers are in completely different segments; CCAs are built across 10+ different factories managed by different management teams instead of a couple of large COEs) All leaders felt unempowered due to lack of ownership of budgets. Budgets were set but then adjusted at further levels without any additional discussion of new targets and how to achieve. Then budgets would be reallocated a few months into year if you weren't demonstrating that you truly need it. This drove teams to spend heavy up front and not make the smartest decisions at times

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