May 19, 2020

Kellogg mulls sale of brands in North American restructure

Kellogg
Steve Cahillane
Keebler
Famous Amos
Block Scientific Inc
2 min
Kellogg mulls sale of brands in North American restructure

Prominent US food manufacturer Kellogg is looking to sell some of its brands as it restructures its business in North America.

The group will focus on its core breakfast and frozen divisions, with three segments – morning foods, snacks and frozen foods – being amalgamated into one division as of January 2019, in a move that will see the sales teams join together.

 

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Read the latest North America edition of Business Chief!

 

This will mean the sale of Kellogg’s fruit snacks business as well as Keebler and Famous Amos brands in favour of brands from the above free divisions – including Eggo waffles and Froot Loops – which currently make up about 80% of the company’s revenue.  

Chairman and CEO Steve Cahillane said: “Kellogg Company’s Deploy for Growth Strategy, announced earlier this year, calls for the company to sharpen our focus and align our resources around our biggest opportunities to grow our top line and return to long-term sustainable growth.

“Ultimately, we believe these changes will make Kellogg more agile and better focused on growing demand for our foods.”

In terms of the brands Kellogg hopes to sell, he added: “We need to make strategic choices about our business and these brands have had difficulty competing for resources and investments within our portfolio. Yet, we wholeheartedly believe these iconic and beloved brands can thrive in the portfolio of another organization that can focus on driving growth in these particular categories.”

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May 12, 2021

How innovation is transforming government

United States Air Force
Leidos
Bizclik Editor
3 min
Leidos is a global leader in the development and application of technology to solve their customers’ most demanding challenges.

According to Washington Technology’s Top 100 list, Leidos is the largest IT provider to the government. But as Lieutenant General William J. Bender explains, “that barely scratches the surface” of the company’s portfolio and drive for innovation.

Bender, who spent three and a half decades in the military, including a stint as the U.S. Air Force’s Chief Information Officer (CIO), has seen action in the field and in technology during that time, and it runs in the family. Bender’s son is an F-16 instructor pilot. So it stands to reason Bender Senior intends to ensure a thriving technological base for the U.S. Air Force. “What we’re really doing here is transforming the federal government from the industrial age into the information age and doing it hand-in-hand with industry,” he says.

The significant changes that have taken place in the wider technology world are precisely the capabilities Leidos is trying to pilot the U.S. Air Force through. It boils down to developing cyberspace as a new domain of battle, globally connected and constantly challenged by the threat of cybersecurity attacks.

“We recognize the importance of the U.S. Air Force’s missions,” says Bender, “and making sure they achieve those missions. We sit side-by-side with the air combat command, intelligence surveillance, and reconnaissance infrastructure across the Air Force. There are multiple large programs where the Air Force is partnering with Leidos to ensure their mission is successfully accomplished 24/7/365. In this company, we’re all in on making sure there’s no drop in capability.”

That partnership relies on a shared understanding of delivering successful national security outcomes, really understanding the mission at hand, and Leidos’ long-standing relationship of over 50 years with the federal government.

To look at where technology is going, Bender thinks it is important to look back at the last 10 to 15 years. “What we’ve seen is a complete shift in how technology gets developed,” he says. “It used to be that the government invested aggressively in research and development, and some of those technologies, once they were launched in a military context, would find their way into the commercial space. That has shifted almost a hundred percent now, where the bulk of the research and development dollars and the development of tech-explicit technologies takes place in the commercial sector.”

“There’s a long-standing desire to adopt commercial technology into defense applications, but it’s had a hard time crossing the ‘valley of death’ [government slang for commercial technologies and partnerships that fail to effectively transition into government missions]. Increasingly we’re able to do that. We need to look at open architectures and open systems for a true plug-and-play capability. Instead of buying it now and trying to guess what it’s going to be used for 12 years from now, it should be evolving iteratively.”

 

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