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Recapitalizing the Navy A Strategy for Managing the Infrastructure (1998) / Chapter Skim
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4 The Need for Top Leadership to Drive Change Across the Entire Navy System
Pages 82-88

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From page 82...
... The committee could not identify an overall corporate Navy strategy to integrate, prioritize, and allocate resources so as to achieve essential fleet support at significantly less cost for the support elements of the total naval system. Also, the compelling case for major change in the way the Navy conducts its infrastructure business is not being made by the senior leadership.
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From page 83...
... IBM failed to recognize and deal with the threat that minicomputers brought to the mainframe computer business and required many years to rebound. Digital Equipment Corporation failed to recognize quickly enough the impact that personal computers would have on the minicomputer business.
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From page 84...
... An example of a proven methodology for taking large organizations through major change is also provided. The senior leadership of the Navy should use one of these proven step-by-step processes to rapidly move the organization to the desired future state.
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From page 85...
... For example, this future state could be a smaller but more capable and ready Navy in which global connectivity provides information superiority and is coupled with smart weapons to provide dominance in naval warfare. In essence, when a clear vision of the future state 5 years down the road is communicated, it becomes the "stake in the ground" from which planning backwards to the present state can be accomplished.
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From page 86...
... This involves the fleet commanders, the infrastructure commanders, the systems commanders, and the CNO staff. At the next level of the Navy, fleet operations involving the surface, submarine, and aircraft elements, and the shore-based elements, including the systems commands, form a closed system.
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From page 87...
... The leader must be the great communicator in convincing people to join in the path to a brighter future. Finding The committee recognizes that many cost reduction initiatives are underway, but the compelling case for major change in the way the Navy conducts its business is not being made by the senior leadership.
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From page 88...
... Results should be demanded and organizations and individuals made accountable. Innovative ways of conducting business should be encouraged, supported as appropriate, and rewarded based on measurable results.
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Key Terms

  • future state
  • strategic goals
  • major change
  • senior leadership
  • entire navy

  • senior leaders
  • operational navy
  • naval operations
  • navy infrastructure
  • results happen

  • implement change
  • corporate navy
  • infrastructure costs
  • navy organization
  • equipment corporation

  • digital equipment
  • proven methodology
  • infrastructure business
  • navy conducts
  • total navy

  • fleet forces
  • sections below
  • smart weapons
  • fleet commanders
  • organization plays

  • naval warfare
  • conditions arise
  • parties critical
  • pivotal role
  • successfully managed


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