Job Locations. Customer Base: Northrop Grumman is a global aerospace, defense and security company. The majority of our business is with the U.
In addition, we deliver solutions to global and commercial customers. Go to News. After the Lockheed Corporation was accused of such improprieties, the sales practices of other defense contractors such as Grumman came under scrutiny. During the investigation of Grumman, a Japanese official named Mitsuhiro Shimada committed suicide. After the investigations subsided, the companies in question were free to concentrate all their efforts on more constructive matters.
Grumman engineers, however, had something highly unconventional on their drawing boards. Grumman's chairman, Jack Bierwirth, was credited with saying, "If you don't invest in research and development, you damned well aren't going to accomplish anything.
The revolutionary feature of the X was that its wings swept forward, appearing to have been mounted backwards. This feature gave the X superior maneuverability.
To counteract the inherent instability of such a design, the X was equipped with a Honeywell computer system which readjusted the canards wing controls 40 times a second, maintaining stable flight. Never intended for mass production, only one X was built as a "technology demonstrator.
John Cocks Bierwirth, a former naval officer, became Grumman's chairman and chief executive officer in Regarding his mission as "essentially building the corporation of the future," Bierwirth divided Grumman's operations into nine divisions under centralized management.
According to Bierwirth, Grumman's future was with aircraft, space, and electronics. Nevertheless, work on such projects as a new post office truck were designed to maintain a stable and diverse product line. Bierwirth claimed, "We think we are a good investment for people who are interested in the long term and are willing to grow with the company; Grumman is not a three month in-and-out investment.
Grumman's investments in research projects, however, did not prove as successful as Bierwirth hoped. Throughout the s, with the notable exceptions of contracts for F fighters and A-6 attack aircraft, Grumman was hobbled by research projects and product introductions that failed miserably. The company's diversification into the production of buses began the decade's string of failures, portending further mishaps to follow.
Other problems riddled the company, none larger nor more damaging in the long-term than its overwhelming dependence on government-funded military contracts. As Grumman's debt rose, exacerbated by research projects that swallowed vast amounts of cash and generated little profit, the company increasingly weakened, staggering, by the end of the decade, on untenable ground.
In the company named a new chief executive officer, John O'Brien, whose selection augured a return to more profitable days. O'Brien later became chairman but resigned in amid allegations of illegal activities.
He later pled guilty to bank fraud stemming from an investigation into bribery and political corruption, adding the public relations scandal and the financial charges that followed to Grumman's host of troubles. O'Brien's replacement was Renso L. Caporali, a Grumman employee since , who began steering the embattled company in a positive direction.
Under Caporali's stewardship, Grumman experienced wholesale changes. Perhaps more important, Caporali attempted to wean Grumman away from subsisting on military aircraft contracts by tapping the company's established expertise in data technology to produce tax processing systems for the Internal Revenue Service.
Also, Caporali used the company's knowledge of integrating electronics and data systems. Although Grumman could not expect to garner any profit from its involvement with the JSTARS project until , the success of the project, triumphantly hailed by General Norman Schwarzkopf, was a public relations boon for a company plagued by scandals and misfortune.
Although Grumman's condition was improving, it continued to rely on the federal government for the bulk of its revenues. Seemingly entrenched in this unenviable position, Grumman, pundits speculated, either needed to acquire additional business or be acquired itself. With its acquisition of Grumman, Northrop gained the electronic surveillance expertise of Grumman as well as its established ties with the U.
Navy, which complemented Northrop's long history of conducting business with the U. The newly named Northrop Grumman Corporation, under the stewardship of Northrop's CEO and chairman, Kent Kresa, represented a larger force to navigate the turbulent waters characterizing the aerospace and defense industries in the post-Cold War era. Vought was a maker of commercial airplane parts.
Northrop Grumman also eliminated about 8, jobs from its workforce in the wake of the merger. To reduce its dependency on its largest program, the B-2 stealth bomber, the company began seeking ways to increase its position in defense electronics and systems integration activities. This acquisition was followed by the purchase of Logicon, Inc.
Logicon was a leading provider of defense information technology and battlefield management systems. Northrop Grumman was clearly in a vulnerable position, and it was widely anticipated that the company would soon change from acquirer to acquiree, with Raytheon a likely suitor. Somewhat unexpectedly, the merger ran into antitrust difficulties. In March the U. Department of Justice filed a lawsuit to stop the combination on antitrust grounds.
One of the main concerns of the government was the vertical integration that Lockheed would gain from the deal, given that Northrop Grumman was a major Lockheed subcontractor. The government also wanted to ensure that there were an adequate number of manufacturers of military aircraft and wanted to prevent Lockheed from dominating certain market segments, such as radars and jamming devices for planes and submarines.
In the aftermath of this latest turn of events and in an effort to survive as an independent company, Northrop Grumman launched a two-year restructuring program later in that would eliminate 10, jobs in its defense and aircraft operations and add 2, employees to its Logicon subsidiary.
With Kresa still at the helm, Northrop Grumman adopted a new strategy in the late s of focusing the company increasingly on cutting-edge areas of the defense industry, including electronics and systems integration.
Acquisitions played a key role in the company's shifting emphasis. In the company purchased the information systems division of California Microwave, Inc. Department of Defense. Ryan manufactured pilotless aircraft aerial drones , including the Global Hawk, a high-altitude, long-endurance reconnaissance drone capable of providing real-time intelligence imagery.
By the early 21st century, Northrop Grumman was one of the world's leading producers of high-end aerial drones. Acquisitions in included Comptek Research, Inc. The company now had three main sectors: systems integration, defense electronics, and information technology. Continuing a most remarkable comeback, Northrop Grumman in December reached an agreement to acquire Litton Industries, Inc. Northrop gained significant synergistic operations through the acquisition, including Litton's navigation, guidance, and control systems; marine electronics operations; electronic warfare systems; and an information systems unit that concentrated on networking systems integration.
Adding Litton also meant that Northrop Grumman would add two more sectors to its existing three: an electronic components segment, which made connectors, circuit boards, and other devices used in the military, telecommunications, and other industries; and a ship systems segment, builder of guided missile destroyers, amphibious assault ships, and other vessels for the U.
Northrop Grumman's acquisition spree continued in the later months of The company acquired an electronics and information unit of GenCorp Inc. The unit specialized in space-based sensors that provided early warning of missile attacks as well as ground systems for processing data from space-based platforms.
These operations became part of Northrop Grumman's space systems division. Upon completion of the acquisition in November , Northrop Grumman became the world's largest maker of naval ships and the number three defense contractor in the United States, trailing only Boeing and Lockheed Martin.
Skip to content. Who We Are. Global Presence Northrop Grumman is a leader in a wide range of capabilities around the world, delivering products and services to customers in 25 nations.
Australia Northrop Grumman is proud of our established relationship with the Commonwealth of Australia, having supported a variety of defense and civil programs for more than 20 years. Learn More. Japan Our long history in Japan dates back to the late s when the Japan Self-Defense Force JSDF used the Grumman Avenger aircraft for maritime patrol, the Albatross aircraft for search and rescue, and the Tracker aircraft for anti-submarine warfare. Sterling Software Incorporated — Provider of information technology services to defense and intelligence agencies.
Fibersense Technology Corporation — Designer and manufacturer of precision fiber optic gyroscopes, inertial measurement units, and sensor components. XonTech — Science and technology firm specializing in missile defense, and sensor and intelligence data analysis. Illgen Simulation Technologies — Specialist in software development and test, navigation and communications. Integic Corporation — An IT provider specializing in enterprise health and business process management solutions.
Essex Corporation — Provider of signal processing services, products and advanced optoelectronic imaging for intelligence and defense. M5 Network Security — Provider of a broad range of cybersecurity and other professional services.
Qantas Defence Services Pty Limited — a provider of integrated logistics, sustainment and modernization support primarily in Australia. This website is best viewed in browsers such as: Edge, Firefox, Chrome, or Safari.
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