Highly disfunctional but best market research expertise in the industry - Product Manager Kantar Employee Review

2.0
Jul 25, 2023
Recommend
CEO approval
Business Outlook

Pros

* If you like market research, this is the place for you * Most employees can still work remotely * Senior executives communicate widely and frequently with the organization * Good Senior HR executive trying to make good changes for company culture * Company is global

Cons

* Company tends to repeat the same mistakes over and over * Very low salaries * Many employees in the U.S. have to work UK hours in order to keep up. Center of influence is in the UK * Too much overlap across roles and unwillingness to address the problem * Too many hostile executives trying to take over each other's function and causing headaches for employees * Deep layer of VPs protecting access to senior managers * Many managers that don't always fit company values * Many people get away with simply refusing to work with other teams * No collaboration and no trust even within small teams * Changes resulting from recent merger with another company are causing many people with great industry knowledge to leave or move to other divisions

Explore other reviews about Kantar

5.0
Jul 7, 2026
Recommend
CEO approval
Business Outlook

Pros

Nice company to work for

Cons

Pay could be better for this role

2.0
Jul 18, 2026
Recommend
CEO approval
Business Outlook

Pros

Kantar has talented employees, well-known clients, and strong research capabilities. I had the opportunity to work with knowledgeable colleagues, contribute to major accounts, support internal initiatives, promote the brand, and share expertise across teams. There are many people inside the company who genuinely care about the work and try to help others succeed.

Cons

My experience was ultimately overshadowed by what appeared to be deep favoritism, inconsistent leadership decisions, and a serious lack of transparency. Employees with decades of experience, strong performance records, valuable client relationships, and critical institutional knowledge were laid off in the name of profitability. At the same time, the company continued hiring new people into the same or very similar positions. This makes the claim of role elimination or cost reduction difficult to take seriously. It was particularly disturbing to see highly experienced employees removed, only for the business to spend money recruiting and training replacements to perform work that clearly still existed. In some cases, former employees or people with close relationships to leaders appeared to be brought back, promoted, or placed into stronger positions. This created a clear impression that personal relationships and internal connections could matter more than performance, loyalty, expertise, or contribution. Strong performers who consistently volunteered for initiatives, promoted Kantar’s brand and tools, shared knowledge, supported important client work, and went beyond their job descriptions were still treated as expendable. Remote employees and people from diverse backgrounds also appeared to be disproportionately affected. The overall message to employees was damaging: performance may not protect you, loyalty may not matter, and institutional knowledge can be discarded while leadership continues hiring elsewhere. This destroys trust, weakens morale, and sends the wrong signal to employees who are still expected to give their best.

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