team spawar strategic plan 2008-2013€¦ · team spawar strategic plan 2008-2013 ... the Navy is adopting an Enterprise model to obtain a more ... 2008-2013 TEAM SPAWAR STRATEGIC

Distribution Statement A: Approved for public release; distribution is unlimited (5 Oct 2007)

team spawarteam spawar strategic plan strategic plan2008-2013

delivering knowledge superiority at the right time and costdelivering knowledge superiority at the right time and cost

2008 – 2013 TEAM SPAWAR STRATEGIC PLAN

2DELIVERING KNOWLEDGE SUPERIORITY AT THE RIGHT TIME AND COST

This strategic plan expresses the vision for Team SPAWAR and defi nes an agreement among our senior leadership on our future direction. We are the Space and Naval Warfare Systems Command (SPAWAR), the Program Executive Offi ce for Command, Control, Communications, Computers, and Intelligence (PEO C4I), the Program Executive Offi ce for Space Systems (PEO Space), the Program Executive Offi ce for Enterprise Information Systems (PEO EIS), and the Joint Program Executive Offi ce for Joint Tactical Radio System (JPEO JTRS). Together, our strategic destination is focused on delivering knowledge superiority to the warfi ghter at the right time and for the right cost.

Knowledge superiority is achieved through the integration of warriors, sensors, command and control, platforms, business systems, and weapons into a networked, distributed combat force, providing the warfi ghter the means to make and effi ciently execute better, timelier decisions. It encompasses business and warfi ghting systems, including the acquisition of C4I, Surveillance, Reconnaissance (C4ISR), Enterprise Information Systems (EIS), and Space capabilities. The products and services Team SPAWAR creates and fi elds allow increases in capability across traditional “platform” lines, thus transforming ships and aircrafts from individual platforms into integrated battle forces. As such, we must interact with a wide variety of users across a large spectrum of operational environments.

LEADERSHIP MESSAGE

IN SUPPORT OF OUR TEAM SPAWAR STRATEGIC DESTINATION, WE HAVE DEVELOPED THREE OVERARCHING STRATEGIES:

I. Acquire, deliver and sustain C4ISR, EIS, and Space capabilities.II. Develop a culture of productivity.III. Refresh, shape, develop, and enable a diverse workforce.

2008 – 2013 TEAM SPAWAR STRATEGIC PLAN


Michael C. BachmannRear Admiral, U.S. NavyCommander, Space and NavalWarfare Systems Command

Chris A. MillerProgram Executive Offi cerCommand, Control, Communications Computers and Intelligence

Victor C. SeeRear Admiral, U.S. NavyProgram Executive Offi cerSpace Systems

Tim V. FlynnRear Admiral, U.S. NavyProgram Executive Offi cerEnterprise Information Systems

Dennis M. BaumanJoint Program Executive Offi cerJoint Tactical Radio System

Our ability to reach our strategic destination depends on our workforce. This strategic plan is the product of a collaborative effort across Team SPAWAR. We must defi ne ourselves as a

unifi ed team and conduct our operations and business accordingly to effectively and effi ciently meet the challenges of delivering knowledge superiority to the warfi ghter. We must also increase our collaboration with other Systems Commands, and with our partners and stakeholders in the Navy, Marine Corps, Department of Defense, joint arena, industry, and academia. In an environment of constrained resources, we must leverage every person and resource within the larger system today as we work toward our vision.

In order to truly deliver on our promise to the warfi ghter, every member of Team SPAWAR – from Headquarters to the Program Executive Offi ces to the Systems Centers – must embrace common goals supporting the greater good of the Navy. To ensure we achieve our goals and objectives, annual performance plans will outline specifi c actions and owners in support of our overarching strategies and their component objectives. Performance measures will be critical in illustrating our progress and will be identified within these annual performance plans. We ask for your continued support in realizing this vision.

Collaboration is the key to our success.

PICTURED ABOVE REAR ADM. MIKE BACHMANN, USN


2008-2013 TEAM SPAWAR STRATEGIC PLAN

OUR CHANGING WORLD

Information technologies will alter the face of the force. The Navy of the future will differ vastly from the Navy of today. By 2020, networking will link sensor grids with platforms and bases, and situational awareness will encompass so much information exchange that the line between intelligence providers and consumers will blur. The warfi ghter’s ability to optimize and master this vast information exchange will thus become even more crucial and challenging.

The September 11 attacks caused major shifts in U.S. defense and security strategies as we focused on the Global War on Terrorism. The Navy is responding to these changes while it continues to support major combat operations and other missions performed by the Navy and Marine Corps. The Global War on Terrorism will not be won by building more ships and planes, but through leveraging information technology to deliver knowledge superiority to the warfi ghter.

OUR NAVY ENTERPRISE

At the same time, the Navy is adopting an Enterprise model to obtain a more effi cient Navy-wide use of resources. There are two structural entities forming – a Fleet Readiness Enterprise (FRE) and a Provider Enterprise (PE).

• The FRE focuses on current readiness at cost. It is headed by the Commander, US Fleet Forces Command (COMUSFFC) in collaboration with the Commander, U. S. Pacifi c Fleet (COMPACFLT), and supported by individual warfare enterprises. Team SPAWAR enters this group as a providing organization to the Naval NETWAR FORCEnet Enterprise (NNFE) led by the Naval Network Warfare Command (COMNETWARCOM) as its Chief Executive Offi cer (CEO) and supported by COMSPAWAR as its Chief Operating Offi cer (COO).

• The PE focuses on supporting both current readiness at cost and future readiness at cost. It is headed by the Vice Chief of Naval Operations (VCNO) and the Assistant Secretary of the Navy (Research, Development, and Acquisition) (ASN(RD&A)) with the appropriate assistant secretaries of the Navy. Systems Commands and other providers (e.g. BUMED, Commander of Navy Installations), coupled with their affi liated PEOs or other activities and their resource sponsors make up nine Provider Enterprises. These nine enterprises are the equivalent to the warfare enterprises within the FRE. SPAWARSYSCOM leads one of those subordinate enterprises, which has all of Team SPAWAR as its members.

OUR ROLE AS TEAM SPAWAR

Tasking in support of either the FRE or the PE creates a demand signal to which Team SPAWAR leadership is answering with the implementation of a Competency Aligned Organization/Integrated Product Team (CAO/IPT) model across our organizational structure. This is both in keeping with higher authority guidance and considered critical to our meeting customer needs, helping us develop synergy across the workforce, defending against potential Navy infrastructure reductions, and building a more effective team for delivery of our core equities. As we evolve a competency-based structure, some organizational realignment from our previous confi guration will continue to be necessary.

The CNO and ASN(RD&A) have made it clear that increased productivity is critical if we are to build the capability to win the Global War on Terrorism. We need to speed the development and delivery of knowledge superiority capabilities. We must lead the way by leveraging developments in the commercial world. To accomplish this requires innovation in the products and services we provide, and the processes we use to deliver them.

STRATEGIC ENVIRONMENT



The National Security Personnel System (NSPS) and the Defense Civilian Intelligence Personnel System (DCIPS) affect the manner in which civilians are paid, rewarded, and promoted. Our civilian workforce is aging, and our military and contractor workforce is becoming smaller, so we must plan for a future workforce that ensures we can deliver capability that meets future mission requirements.

This strategic plan addresses the strategic direction we need to take to perform our mission and achieve our vision in this changing environment.

MISSION

Deliver FORCEnet by inventing, acquiring, developing, delivering and supporting integrated and interoperable C4ISR, Business IT and Space Capabilities in the interest of national defense.

VISION

Deliver knowledge superiority to the warfi ghter at the right time and for the right cost.

OUR COMMITMENT

We are dedicated to the joint warfi ghters who stand in harm’s way preserving our peace and defending our nation and its allies against aggression at home and abroad. We understand their mission and will do everything possible to ensure their success.



LEADERSHIP PHILOSOPHY

• We are a unified Team of diverse, talented, honest, dedicated, and hardworking professionals focused on providing the highest quality of service and products to meet the national interest.

• We are motivated by the knowledge that the work we accomplish is critical to the warfighter and to the nation, is technically challenging, and is conducted in an environment that promotes success.

• We share information and knowledge, encourage continuous learning, and expect personal responsibility, mutual respect, and integrity.

• We use consultative leadership, coaching, teamwork, and personal initiative to foster innovation and creativity while applying common sense and best judgment. We believe that teams produce superior results.

GUIDING PRINCIPLES

We are a customer focused organization with a workforce culture built on a fundamental set of values.

• Responsiveness: We understand the requirements of the warfi ghter and deliver quality products and services on time and within budget.

• Innovation: We are constantly improving our processes and looking for better solutions to meet the Navy’s mission and future objectives.

• Teamwork: We collaborate within the Navy Enterprises, and with customers, industry, other government agencies, and each other to achieve the best results.

• Respect and Diversity: We recognize and respect cultural and individual differences and are open to divergent perspectives in the conduct of our business. Leadership actively supports diversity initiatives and affi rms its commitment to equal opportunity through responsible decision-making.

• Excellence: We pursue continual learning and growth and hold ourselves accountable for the highest level of performance.

• Openness: We share information honestly and fully in a networked environment.

• Navy Core Values (Honor, Courage, Commitment): We share the values of the Navy and those whom we serve. Our warfi ghters are role models whose dedication and sacrifi ces exemplify the highest moral conduct. We uphold these values every day. We are a unifi ed team of diverse, talented, honest, dedicated, and hardworking professionals focused on providing the highest quality of service and products to meet the national interest.



The SECNAV, CNO, and ASN (RD&A) have clearly set forth senior Navy leadership expectations. Team SPAWAR’s overarching strategies and strategic objectives are in alignment with higher-level guidance.

I. ACQUIRE, DELIVER AND SUSTAIN C4ISR, EIS, & SPACE CAPABILITIES

The mission of Team SPAWAR is to deliver FORCEnet - the Navy’s portion of DoD’s Global Information Grid - a seamless space and ground network which integrates sensors, command and control, weapons, platforms, and warriors. The goal of FORCEnet is to provide assured access to information and transform it into knowledge superiority to enable our Naval, joint, coalition, allied, and federal agency warfi ghters to deliver decisive effects.

Partnering with OPNAV and NETWARCOM to identify required FORCEnet capabilities, we will invent, acquire, develop, deliver and support integrated and interoperable C4ISR, Business IT and Space Capabilities in the interest of national defense. We will do this by leveraging technical and administrative expertise within the Team SPAWAR workforce. We will develop and sustain effective and aligned partnerships with our stakeholders and customers in order to manage their expectations by defi ning and achieving success through their eyes. We will strive to transition innovative solutions to programs to meet their requirements, while developing and acquiring capability through business and acquisition excellence. We will ensure that we comply with the statutory and regulatory direction and policies that govern our business. Ultimately, we will deliver and sustain the right capability, at the right time, and at the right cost.

STRATEGIC OBJECTIVES

DEVELOP AND SUSTAIN EFFECTIVE, ALIGNED PARTNERSHIPS.

Create and foster effective, aligned partnerships with current stakeholders. Establish similar relationships with other services and federal agencies. Systematically manage these relationships to ensure consistency with Team SPAWAR objectives, including communication of Team SPAWAR strengths and accomplishments.

This strategic objective is aimed at establishing strong relationships that are managed to ensure alignment of external stakeholder and Team SPAWAR objectives. This includes implementation and monitoring of a consistent process to assess and maintain health of relationships, and promote continuous alignment with our partners. A key attribute of this objective is continuous dialogue with stakeholders on their requirements and constraints as well as on our strengths, resources, and accomplishments. Also key to this objective is a uniform Team SPAWAR position, of which there is constant communication both internally and externally, with a feedback mechanism to ensure issues and changes are addressed.



TRANSITION INNOVATIVE SOLUTIONS TO PROGRAMS TO MEET REQUIREMENTS.

Transition Science and Technology products to the warfi ghter by integrating proven innovative solutions within programs of record.

The Navy relies on advanced technologies to stay ahead of our adversaries. Team SPAWAR will leverage the signifi cant investments made by Defense Advanced Research Projects Agency (DARPA), Offi ce of Naval Research (ONR), National Reconnaissance Offi ce (NRO), and other agencies that invest in technologies. Team SPAWAR will use its Small Business Offi ce expertise, including the Small Business Innovation Research Program, to identify and procure technology and to participate in the development of advanced technologies. Team SPAWAR will also act as a technical agent to facilitate innovation among industry, academia, and government laboratories; expose program managers to the potential of future technologies under development; use road-mapping workshops to develop available paths for future investment and technical integration; and assist program offi ces in articulating programmatic requirements to plan for the integration of new or emerging technologies.

DEVELOP AND ACQUIRE CAPABILITY THROUGH BUSINESS AND ACQUISITION EXCELLENCE.

Deliver required capability within approved schedule, cost and performance parameters through the establishment and promotion of acquisition and business “best practices” and processes.

The goal of this strategic objective is to ensure programs and projects are managed effectively and that they stay within predetermined costs and schedules (e.g., Acquisition Program Baselines). This includes the implementation and monitoring of consistent processes to assess and maintain the health of programs and projects within Team SPAWAR. A key attribute of this objective is continuous and proactive insight into Team SPAWAR program and project execution (cost, schedule, performance), as well as the potential alignment of programs and projects to provide comprehensive customer solutions. This objective also strives to ensure all relevant statutory and regulatory requirements (e.g., Federal Information System Management Act [FISMA] compliance) are adhered to by programs and projects.

DELIVER AND SUSTAIN THE RIGHT CAPABILITY, AT THE RIGHT TIME, AT THE RIGHT COST.Leverage technical excellence and innovation to deliver high quality, secure products, services and support in a timely and cost effective manner.

This strategic objective centers on transforming customer data into meaningful information, which continually drives proactive improvement of the total Team SPAWAR customer experience. It strives to develop and sustain a holistic view of Team SPAWAR’s customers in terms of contribution to warfi ghter “knowledge superiority” and Customer Relationship Management (CRM) performance. This objective aims to weigh both the tangible and intangible factors associated with customer satisfaction, customer loyalty and customer advocacy.



II. DEVELOP A CULTURE OF PRODUCTIVITY

Building on the effects of an enabled workforce, we will develop a culture of productivity. Internally, we will foster innovation by developing innovative and relevant solutions, as well as strategic relationships by actively pursuing positive stakeholder and customer relations. Concurrently, we will work to standardize both best engineering and business tools and practices, while aligning our resources to deliver and sustain capability. The effects of our efforts toward operations excellence will infl uence fi nancial objectives where we will optimize both cost of operations and fi nancial health.

Team SPAWAR competes for scarce resources. To deliver knowledge superiority to the warfi ghter, we must be at the top of our game. As a unifi ed Team, we must fully use the talents of every employee and industry partner to achieve cost, schedule and performance improvements. We will harness Lean Six Sigma and other performance improvement tools to become as effi cient and effective as possible. We will embrace the CNO’s goal of operating more like a business and ASN (RD&A)’s call for greater effi ciency and effectiveness.

We will continue our drive to be a higher-performing organization. Our network centric organizational construct refl ects our commitment to align customer needs with our human capital resources. Our goal is to identify, capture, and drive productivity improvements both vertically (through our products) and horizontally (through service and support) by leveraging common Enterprise business tools and processes, such as our Global Work Breakdown Structure, System Centers Standard Reports, and Enterprise Resource Planning.

As a Team, we will continue to improve upon our measurement and reporting systems. We will focus on improving our output business metrics and exploit those areas where we can add value to our customers and stakeholders.


OPTIMIZE FINANCIAL HEALTH.Manage budget submission and execution. Effectively participate in the Planning and Programming processes of the Planning, Programming, Budgeting & Execution.

Success in this area will be defi ned by the reinvestment of resources resulting in increased capabilities to the Fleet (to be measured by both General Fund and Navy Working Capital Fund composite metrics).

OPTIMIZE COST OF OPERATIONS.Implement effi cient, effective, and transparent business operations.

This strategic objective is aimed at maximizing the percentage of Total Obligation Authority available for direct costs (to support the warfi ghter) by optimization of the percentage required for indirect costs.

ACTIVELY PURSUE POSITIVE STAKEHOLDER AND CUSTOMER RELATIONS.

Actively determine how customers assess Team SPAWAR and use these assessments to develop customer relations initiatives.



The goal of this strategic objective is to ensure that targeted customers are visited suffi ciently and to gain a comprehensive understanding of the business and technical drivers that affect them, so as to improve delivery of the right capabilities. Likewise, it aims to ensure that targeted stakeholders are visited sufficiently in order to gain a comprehensive understanding of their business and technical drivers as well, thus ultimately improving the effectiveness and alignment of our partnerships with them.

DEVELOP INNOVATIVE AND RELEVANT SOLUTIONS.

Develop innovative, affordable, supportable and time critical solutions that may be transitioned to the warfighter.

In accordance with this objective and to capture innovative, affordable and relevant ideas submitted by employees within Team SPAWAR, a semi-annual Innovation Award program has been established. It provides an incentive for individuals or teams to submit innovative ideas and promotes a culture of innovation that potentially can improve future warfi ghter capabilities. The Innovation Award recognizes the most innovative ideas in three award categories: (1) Science and Technology Product, Process, or Service; (2) Operational Process (warfi ghter support); and (3) Business Model or Process.

STANDARDIZE BEST BUSINESS TOOLS AND PRACTICES.

Identify, document, and standardize best business practices within statutory and regulatory requirements.

Using Lean Six Sigma (LSS), along with other best business tools and practices, our workforce is being empowered to streamline and improve key value streams and processes by eliminating redundancies and non-value-added functions. Through this strategic objective, Team SPAWAR will track the number, subject area and expected results of LSS projects in progress in identifi ed core value streams, as well as the actual savings generated by the implementation of chartered LSS projects (thus showing the fi nancial value of the improved processes).

ALIGN RESOURCES TO DELIVER AND SUSTAIN CAPABILITY.

Align dollars, people, and facilities to deliver C4ISR capability and readiness.

This strategic objective captures the competency alignment work being done across Team SPAWAR. Measures associated with this work show alignment into common processes using key knowledge, skills, and abilities of our personnel documented across business unit boundaries where appropriate.

STANDARDIZE ENGINEERING BEST TOOLS AND PRACTICES.

Institutionalize engineering processes that are well defi ned, documented, and adopted based upon industry’s CMMI discipline.

Team SPAWAR will utilize best technical work processes to identify requirements and design, develop, integrate, produce, deliver, install, and support FORCEnet capabilities. Development of processes, including engineering best tools and practices, will include a mix of Capability Maturity Models for software and systems as well as other models. Team SPAWAR will use various tools and resources to analyze and improve our systems engineering processes to increase productivity. We will use process improvement methodologies to evaluate systems engineering work processes across all elements of Team SPAWAR (initially using the Capability Maturity Model Integration (CMMI ) maturity level 3 as a yardstick to quantify our goal of doing good systems engineering).



III. REFRESH, SHAPE, DEVELOP AND ENABLE A DIVERSE WORKFORCE

Key to generating stakeholder and customer value is leveraging the competencies and diversity of our workforce. To achieve this objective, we will focus on our human capital with the end goal of having the skilled, diverse, agile workforce we need that is aligned to deliver critical capabilities today and in the future. We will actively support diversity initiatives and affi rm our commitment to equal opportunity through responsible decision-making. We will address our information capital needs, providing our workforce with the tools and infrastructure to enhance shared knowledge. We will then strengthen our organizational capital by promoting a culture of high performance, accountability, and teamwork to maximize the effects of our human and information capital.

Recognizing that people are our most valuable asset and the essential ingredient for our success, we will continue to refi ne and implement a human capital plan across Team SPAWAR. We have adopted a multifaceted approach to human capital planning that includes an understanding of our current workforce and structure; projecting future requirements while taking into account the sweeping changes related to the Lead Systems Integrator construct; designing human resource strategies to close workforce gaps; introducing and re-emphasizing policies and practices that clarify and reinforce desired workforce behaviors and outcomes; and implementing all strategies in a manner that underscores the commitment of Team SPAWAR to leadership accountability. We will focus our transformation efforts toward aligning the organizational strategies of SPAWAR Headquarters, the PEOs, and the Systems Centers, leveraging our entire workforce, and providing the right size and skill set mix to meet mission requirements.

These efforts will be forward-focused and will provide balance across different organizational boundaries and imperatives and will align to our identifi ed competencies (1.0 Finance; 2.0 Contracts; 3.0 Legal; 4.0 Logistics and Fleet Support; 5.0 Engineering; 6.0 Program Management; 7.0 Science and Technology; and, 8.0 Corporate Operations). At the same time, we will maintain our required technical authorities, consolidate military, civilian, and contract support plans, and integrate our strategies with those of our stakeholders. Our focus on organizational transformation is essential to ensure that our workforce is shaped for mission success today and well into the future.


RECRUIT, DEVELOP, AND SHAPE A SKILLED, DIVERSE, AGILE WORKFORCE.

Attract, retain, and develop high-quality and diverse employees with the knowledge, skills, leadership capabilities and core competencies required to execute the mission.

The intent of this objective is to acquire and sustain critical competencies necessary for Team SPAWAR to accomplish our mission. Measures of success from an organizational perspective would include workforce competencies being identifi ed (with plans/strategies to fi ll the gaps being tracked and satisfi ed), as well as having the total workforce be representative of diverse ideas, cultures and thinking. Specifi cally, this objective is aimed at shaping workforce competency development into strategic job families needed for CAO/IPT execution, in addition to assessing the effectiveness of managing both the recruitment and retention of a skilled and diverse workforce.



ALIGN WORKFORCE TO STRATEGIC VISION AND VALUES. Ensure that our workforce understands Team SPAWAR strategic objectives.

We are committed to quality leadership and an organization whose products and behaviors are aligned with our strategic vision and values. Through NSPS, we have placed increased emphasis on rewarding and reinforcing those who set and achieve SMART (Specifi c, Measurable, Aligned, Realistic, Time-Based) job objectives. Additionally, we will continue to emphasize our approval of such behaviors through available forms of recognition and routine daily acknowledgement. Success in this area will be further measured by the perceived effectiveness and personal performance alignment to Team SPAWAR’s strategic objectives as determined by our civilian and military workforce via Team SPAWAR-wide organizational assessment surveys.

PROMOTE A CULTURE OF HIGH PERFORMANCE, ACCOUNTABILITY, AND TEAMWORK. Foster integrity, performance and cross functional teaming. Encourage all members to maintain a vested interest in the entire team’s success.

We recognize that our workforce demonstrates a high degree of readiness to perform highly and continuously improve. We will continue to set realistic, actionable goals then “raise the bar” as we improve. We recognize interdependence across units (organizations, departments, divisions, etc.) by building teamwork and accountability into “how we do business” while always directing our efforts toward creating value for customers and stakeholders. We actively transform training, goal-setting, and other preparations into performance-focused action to ensure the engagement of all employees. As such, we will track the development of a continuous-improvement work culture, where employees are widely engaged, skilled, practiced and committed in their actions. This will allow our workforce to achieve customer-focused results, ensure accountability, and use teams well and where appropriate to contribute to the success of Team SPAWAR as a whole.

ENHANCE SHARED KNOWLEDGE.

Enhance performance and communications through improved and secure IT resources.

The implementation of NMCI has highlighted the complexity of Team SPAWAR approaches to information technology and the strategic importance of integrating the business and warfi ghting components of knowledge superiority to ensure end-to-end capability.

We must leverage business information technology investments, strategies, and effi ciencies to reduce costs associated with knowledge sharing while ensuring alignment with business information technology governance policies and procedures. This objective thus strives to manage the availability of the information infrastructure tools needed to reduce rework and duplication, while enhancing the utility of information and knowledge that employees need to collaborate and to effectively do their jobs.



MEASURING OUR PROGRESS

STAKEHOLDER & CUSTOMER

Develop & sustaineffective, allignedpartnershipsSC1

Optimize financialhealthF1

Recruit, develop & shapea skilled, diverse, agileworkforceLG1

Align workforce to strategicvision and values

LG2

Enhance sharedknowledge

LG4

Promote a culture of highperformance, accountability& teamworkLG3

Optimize cost ofoperationsF2

Transition Innovativesolutions to programsto meet requirementsSC2

Develop & acquire capabilitythrough business & acquisitionexcellenceSC3

Deliver & sustain the rightcapability, at the right time,at the right costSC4

EFFE

CT

CA

USE

Actively pursue positivestakeholder & customerrelationsIP1

STRATEGIC RELATIONSHIPS

Develop innovative& relevant solutions

IP2

INNOVATION

Standardizeengineering besttools & practicesIP5

Standardize bestbusiness tools &practicesIP3

Align resources todeliver & sustaincapabilityIP4

OPERATIONS EXCELLENCE

Team SPAWAR BSC Strategy Map

STRATEGIC DESTINATION: Team SPAWAR Will Deliver KnowledgeSuperiority to the Warfighter at the Right Time for the Right Cost

FinancialEffects

ContributeTo...

...and by Acquiring, Delivering and Sustaining C4ISR, EIS & Space Capabilities

By Refreshing, Shaping, Developing & Enabling a Diverse Workplace...

LEARNING & GROWTH

FINANCIAL

...by Developing a Culture of Productivity...

INTERNAL

IN CONCLUSION

This strategic plan describes a journey of change and continuing development for Team SPAWAR. It emphasizes our focus on acquiring, delivering and sustaining C4ISR, Business IT and Space Capability at the right time and for the right cost. To do so, we must focus on innovative processes and products that increase our productivity and the capability we deliver. The diverse workforce of Team SPAWAR is committed to the mission and continue to develop and refresh their skills. As we implement our Competency Aligned Organization we will build on this foundation. As a team, we will continue the process of collaborative strategy implementation in the years ahead. The impact of this Strategic Plan is far reaching and requires the support of each and every member of Team SPAWAR. This strategic plan is based on our understanding of the environment, our knowledge of Team SPAWAR, and our predictions for the future. But all change cannot be accurately predicted. We must be ready to take advantage of new opportunities as they arise.

Our Team SPAWAR overarching strategies and their underlying strategic objectives, described in this Strategic Plan, are visually depicted in our Team SPAWAR Balanced Scorecard (BSC) Strategy Map. To align our efforts and track our progress, we have developed the Team SPAWAR BSC as an overall performance management framework for 2007 and beyond. The cascading structure of our fully implemented BSC creates linkages and alignment from higher level objectives to Team SPAWAR and its component organizations.

Documents

team spawar strategic plan 2008-2013€¦ · team spawar strategic plan 2008-2013 ... the Navy is adopting an Enterprise model to obtain a more ... 2008-2013 TEAM SPAWAR STRATEGIC