Some of us joined very recently and quickly realised that Harman DTS is more focused on selling the unit than growing it. Both Harman and Samsung have been trying to divest DTS for years, and this is evident in the lack of long-term investment or vision.
The very lean leadership (two/three) of DTS seems mainly motivated for a potential sale, rather than creating a sustainable business. The DTS unit reports to the CIO of larger Harman business unit (auto & lifestyle), and the CEO rarely acknowledges the DTS unit. DTS is a 100% body shop.
Strategy feels like an afterthought; most initiatives appear superficial, driven by optics, conceited, or fear, with no clear strategy coming from the top. Not a culture you would like to be in and used to. The unit lacks diversity in both service offerings and vertical, which contributes to a sense of stagnation. A significant portion of revenue (around 30%) comes from internal Harman or Samsung business, which raises questions about its competitiveness and relevance in the external market. There are only a handful of large external accounts, and the organization struggles to deliver differentiated value to mature markets. Sales teams / customer facing team ongoing pressure without a coherent go-to-market strategy, GTM support, creating a challenging and reactive work environment. There’s also a prevailing perception that the division is being positioned for sale, with internal dynamics often feeling politicized and demoralizing. The work environment is demotivating in very few months, lacks direction and purpose becomes clear.
Coming from IT/Tech services with > 5 times revenue when within (DTS) the Harman brand, it’s frustrating to see that DTS lacks capable leadership in key areas. The deputed managers in charge of verticals and service lines (both sales, services and engineering) often appear ill-equipped and experience to handle the responsibilities of their roles.
