Department of Defense (DOD). The fourth, personnel management, concerns acquiring and retaining high-quality, trained individuals to execute all of the Navy Department’s missions.

The objective in the integrated management of all of these decision support processes is to field the best mix of forces, materiel, and support to accomplish national security objectives and strategy within applicable funding constraints. This objective applies for the DOD in total as well as the Department of the Navy. The effective implementation of network-centric operations (NCO) will require the cooperative actions of all the military departments; none can reach maximum effectiveness within its own boundaries of responsibilities and resources. Jointness, interoperability (i.e., the ability for systems to work together), and the sharing of information across all boundaries within the DOD are essential.

In the same vein, the actions within the three major decision support processes are interrelated and so have to be mutually supporting and well integrated. Effectiveness in the three, individually and collectively, is central to rigorous assessment of important issues and informed decision making. To provide the leadership required for a successful transition to network-centric operations, the Department of the Navy will have to adjust its thinking and key processes from a platform focus to a network-centric orientation.

As illustrated in Figure 7.1, each of the three key decision support processes serves different elements of the Navy Department leadership. This differentiation is a result of the functions assigned in law to the Secretaries of the military

FIGURE 7.1 Major decision support processes in the Navy. Acronyms are defined in Appendix H.



The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement