cept. The committee also believes that any set of recommendations to be implemented should be viewed as an integrated whole. To achieve this integration the committee believes that the Department of the Navy should build on its existing organizations with some changes in emphasis, rather than attempt to totally restructure the department or create a new additional stovepipe for all network-centric responsibilities. The difficulty with even attempting to create a new entity to be responsible for all or a major portion of network-centric operations is that such operations span almost all Navy and Marine Corps activities. Therefore, the committee strove to develop a pragmatic approach, taking into consideration the restrictions that exist within the DOD and the Department of the Navy as a result of laws and culture developed over many decades.
The goal is to create a better-integrated set of the basic functions needed for effective NCO and to achieve shorter cycle times for applications involving rapidly changing technology. Compared to the more or less sequential set of functions shown in Figure 7.2, the committee believes it has developed specific recommendations to make the processes work more as depicted in Figure 7.8.
The committee’s integrated set of recommendations, summarized in Figure 7.9, contains a few major organizational changes described below in this section. Because some of the organizational recommendations have applicability to multiple functions and processes, additional clarification is appropriate.