Department of the Navy

For additional information, click here: NAVY Enterprise

The Department of the Navy’s (DON’s) business transformation vision is to significantly
increase the readiness, effectiveness, and availability of warfighting forces by employing business process change to create more effective operations at reduced costs and by exploiting process improvements, technology enhancements, and an effective human capital strategy to assure continued mission superiority.

The Navy and Marine Corps exist to control the seas, assure access and project power beyond the sea, and influence events and advance American interests across the full spectrum of military operations. As expressed in our keystone vision document, Naval Power 21, naval forces are characterized by four fundamental qualities:

Decisiveness: Every element of the Navy-Marine Corps team will be equipped, organized, and trained to bring decisive effects to bear against our adversaries.
Sustainability: We are capable of arriving quickly and remaining on scene for extended periods.
Responsiveness: Naval forces operate around the globe, around the clock. Operating from the sea, we are free of basing or permission constraints.
Agility: Our flexible organization enables scalability to the requirements of any situation.

These essential qualities have remained constant, though the Navy and Marine Corps have always changed, adapted, and transformed to meet emerging threats and respond to evolving requirements. Looking to the future, we expect that naval forces will be more widely dispersed than in the past, yet by leveraging technology and innovation they will be fully netted and capable of simultaneous sea control, strike, forcible entry, special operations, sea based missile defense, strategic deterrence, and maritime interdictions. This broader, more complex mission, coupled with constrained resources, will require us to operate with a smaller number of Sailors and Marines that are better trained, better educated, and more motivated than ever before.

Department of the Navy Business Transformation Overview
In these times of fiscal constraint, the DON is challenged to make necessary investments in future capabilities while sustaining current warfighting effectiveness. As part of a strategy to achieve these competing ends, the DON has adopted business transformation policy designed to:

Employ business process change to create more effective operations at reduced costs
Exploit process improvements, technology enhancements, and an effective human capital strategy to ensure continued mission superiority

The Navy’s business transformation concept, NAVY Enterprise, is an initiative to improve organizational alignment, refine requirements, harvest efficiencies, and reinvest savings in targeted areas to improve warfighting effectiveness. NAVY Enterprise will apply process-mapping techniques and other lessons learned from the worldwide business revolution to assess Navy organizations, target areas for improvement, prioritize investments, and fund them accordingly. The top business priority will be to identify and protect the resources required to sustain our naval forces’ core capabilities. Protecting those resources will require aggressively reducing overhead, streamlining processes, enhancing networking, scrutinizing procurement plans and contracting strategies, ending non-value added activity, and creating meaningful incentives for Navy people to become agents of change.

The Marine Corps’ warfighting readiness is likewise a reflection of its success in balancing support of current operations with the imperative to invest and prepare for the future. In the Marine Corps, “business reform” means the fundamental transformation of Marine Corps Business Enterprise processes to create increased effectiveness, efficiency, and resilience, and to facilitate and encourage innovation. These improvements will be accomplished by changing the Business Enterprise culture. To effect this change, the Marine Corps will employ:

Education and Communication. The development of effective and comprehensive strategic plans, training and education of the workforce, and improved management of organizational knowledge.
Accountability. Improved management information systems associated with reform will provide commanders the information to make improved fact-based decisions and to hold their subordinate leaders accountable for expected goals and targets defined in strategic plans.
Skill Development. The Marines and Civilian-Marines responsible for managing the Business Enterprise require a suite of business skills to enable them to achieve expected outcomes.
Incentives. Future Marine Corps plans will increase focus on incentives to change culture and positively drive reform.

To support Navy and Marine Corps business transformation efforts, the DON's priorities are to:

1. Create a Seamless Infrastructure

2. Create Optimized Processes and Integrated Systems

3. Optimize Investments for Mission Accomplishment

4. Transform Applications and Data into Web-based Capabilities to Improve Effectiveness and

Gain Efficiencies

5. Align Business Mission Area Governance to Further Transformation Goals

Cases In Point:

Sea Enterprise - September 2006 Enterprise Transition Plan

Department of the Navy Transformation Through Lean Six Sigma - September 2007 Enterprise Transition Plan

Transformation Through Lean Six Sigma - March 2007 Congressional Report