http://worldcat.org/entity/work/id/800392303

Transitioning NAVSEA to the future strategy, business, and organization

As with any business, the Naval Sea Systems Command (NAVSEA) must evaluate itself in relation to the uncertainty of the future and its current environment. As part of the Department of Defense (DoD), NAVSEA is confronted with pressures to continue downsizing; with declining Research, Development, Test, and Evaluation (RDT & E) infrastructure and resources; and with strong competition from the private sector for scientific, engineering, and management resources. At the same time that it must meet its responsibilities, which span all aspects of the life cycle of ships, submarines, and their components-from acquisition through support to the Navy Program Executive Officers (PEOs), to in-service maintenance and engineering, to retirement/disposal- it must recognize and accommodate both force modernization and sustainment of vital long-term capabilities in the face of declining resources. These tensions require that NAVSEA explore those innovative best practices experimented with and exercised by contemporary organizations, both public and private, in order to avoid trying to do everything well itself while becoming increasingly constrained. The work of RAND researchers was to formulate a methodology for making business planning decisions involving the activities, products, markets, technologies, people, and facilities of NAVSEA, initially with a view toward organizational realignment. The time horizon for those plans was 2007, so that the analysis results would be far enough in the future that simple extrapolations of the current status quo would not be appropriate, yet not so far in the future that forecasts of future geopolitical, technological, and business environments would be totally unreliable, and so that a possible implementation of results could influence recommendations for budget cycles before 2007.

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