Leadership is failing the employees - Management L3Harris Employee Review

1.0
Jan 19, 2023
Recommend
CEO approval
Business Outlook

Pros

There are some really good people at the mid to entry levels who are trying to make a difference for their customers and colleagues.

Cons

Has some very large ethical concerns at the senior most levels of the organization. The leaders care more about padding their bonus than the general well-being of the company and its employees. They will take measures to achieve their bonuses at all costs. Chris Kubasik cares more about being on TV and acquiring companies rather than connecting to employees and helping the current business. In my time at the company he never held a town hall meeting and we barely ever saw him at the locations across the globe. Only time employees would hear from him would be when he was on CNBC. There is no focus on culture and values. If you ask employees what their mission and business unit vision is, most wouldn’t know how to answer. The L3Harris Board of Directors needs to strongly reconsider who is leading this company and the type of leaders you are putting in place to lead one of the largest defense contractors in the world.

Explore other reviews about L3Harris

5.0
Jul 9, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

- Passionate people - Lots of work - Open to new implementation

Cons

- Ladder climb is a bit unstructured.

2.0
Jun 5, 2026
Recommend
CEO approval
Business Outlook

Pros

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

Cons

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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