By the time she took over as chief executive in 2009, the market was starting to sour. Hudson began integrating and streamlining the company, which was an amalgamation of about two dozen businesses cobbled together through acquisitions. At the same time, Hudson has made it a priority to get BAE national recognition for its work environment — a move the company casts as a departure from the rest of the industry.
A former operations officer at the CIA, Novakovic was a top aide to the defense secretary and deputy defense secretary from 1997 to 2001, managing budget and policy decisions. She came to General Dynamics in 2002 and was steadily promoted, to senior vice president of planning and development, then to chief of the company’s marine systems unit and then to president and chief operating officer. She took over the chief executive job in January.
In her first earnings call, Novakovic reported to investors that the company was writing down the value of its information systems unit by $2 billion. She said that the firm’s acquisition process is “somewhat broken” and that certain buys the company has made would not have happened under her leadership. Later, she shuffled corporate positions and accepted the retirement of the head of the IT unit.
“We are not going to chase revenue. We’re going to stick to our knitting and do what we know how to do,” she told analysts in January. “It’s our job to right-size our businesses, drive costs out and perform for our customers and our shareholders and our people.”
Hewson, a 30-year Lockheed veteran, started as chief executive the same day as Novakovic. She arrived under very different circumstances: After the last chief announced he would depart, she was originally picked to be chief operating officer. But she was quickly promoted when the chief-executive-to-be was dismissed for an improper relationship with a subordinate.
Hewson has not promised far-reaching departures from the existing strategy. Her immediate predecessor, Robert J. Stevens, has stayed on as a strategic adviser and continues to draw a salary larger than hers. Still, she has made changes, including restructuring the corporate office and cutting its staff by about 50 in her first month.
More changes are coming at Lockheed. Already, two of the five unit chiefs who report to Hewson have said they are retiring. The company’s biggest program, the F-35 fighter jet, remains under fire for cost and performance issues, and the company is continuing to reduce its managers and executives.
After 10 years of growth, it has become clear that contractors must reshape for tighter times. The Pentagon is increasingly focused on cost, pushing contractors to stay within already determined prices, moving a portion of its work in-house and basing some of its acquisition decisions mainly on price.
Defense contractors have been preparing for downsizing since it became clear that U.S. forces would exit Iraq and Afghanistan. But that process has become more painful as the Pentagon takes a more cost-conscious approach to contracting — especially since sequestration has bitten heavily into IT and other lucrative areas.
Some analysts say investors will keep the overall trajectory of the industry in mind when judging the performance of the new wave of female chief executives.
“Whatever their gender may be, the executives who run these companies must respond to the same incentives,” said Loren Thompson, a defense industry consultant who has worked with Lockheed, BAE and General Dynamics. “If expectations are low, then it might actually be easier to surprise on the upside.”
Jolynn Shoemaker, a non-resident fellow at Women in International Security, said the challenging environment will distinguish the best leaders.
“We can’t stop — nor would we want to stop — progress on gender equality because it’s an inconvenient time,” she said. “There’s always different phases and crises.”