Most companies around in WW2 did a lot of Military products.
The FMC spin off was a bit of odd one, as it stayed in Armored Vehicles after that and even heavily invested in an R&D team for it. It only got shopped around in 1994 years after the Bradley win.
FWIW they also did airport jet bridges
FMC Corp. said it will buy Abex's Jetway Systems Division for $40 million in cash.<br> Jetway Systems, which designs, produces and installs passenger boarding bridges and other aircraft support systems, will be combined with FMC's airline equip-ment division, FMC said.
www.deseret.com
They seem to have gotten out of that as well.
By the nineties Wall Street had lost favour with the big industrial conglomerates. Most companies were encouraged to sell or saw off different business lines and focus on one or two industrial or business verticals. Examples of GM selling heavy truck lines, Hughes, Direct TV, GM Defence and Detroit Diesel and train lines, EDS, etc.
The rise of inexpensive mutual funds and today the hedge funds allowed investors to diversify outside the conglomerate corporate structure. Allowing management to hyper focus on one or two businesses. This drove the stock market and the hyper competitive markets we see today.
Interesting is the "tech" sector is going learn this too? Or are they building the walls and corporate motes to defend there large structures and market share? Amazon started as a book seller, then a market place, and now a entertainment giant, the largest cloud computing company, manufacturing and outsource company, one of the largest grocers, the third largest logistics company etc. Alphabet, largest search engine, data base and cloud computing too, manufacturer and seller of phones, vacuums, door locks and security. investor in cars and vans. Largest advertising giant in the world. etc.