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• Great power competition, characterized by
increased complexity, interdependence, and
uncertainty
• Unprecedented rate of technological change that
is transforming societies, economies, and
military capabilities across the globe
• Enable greater efficiency through more agile
processes, better management of business
operations, and greater accountability leading to
a higher state of operational readiness
• Recognize that continued success requires more
than additional ships, aircraft and advanced
technology — it involves transitioning our
culture from rigid to adaptable, sluggish to fast,
stagnant to innovative, parochial to collaborative,
and opaque to transparent
• Aligns to the National Defense
Strategy lines of effort (Restore
Readiness, Strengthen Alliances,
and Reform Business Practices)
and the 9 strategic objectives in
the National Defense Business
Operations Plan
• Provides a framework that unifies
Secretariat, Navy, and Marine
Corps activities under 14 DON
specific outcomes realized
through 49 major objectives and
supporting activities
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Manage ship schedules, and optimize public and private shipyards
Improve maintenance management, supply chain management and technical training
Transform training model and reduce mishaps and non-combat fatalities
Conduct gap analyses to determine weapons and ammunitions requirements
Fully resource weapons and ammunition requirements
Prioritize positioning of naval global ammunition
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Expedite DON acquisition processes
Develop long-term acquisition plans focused on performance and sustainment
Improve contract negotiation, and build readiness into acquisition process
Develop and field innovative technologies
Protect rights in non-commercial technical data, intellectual property, and trademarks
Hold contractors accountable, and train workforce to deter, detect, and prevent fraud
Improve certification rates and overall performance
Develop and execute Infrastructure Readiness Plan
Execute the Marine Corps right-size, reset, and recapitalization strategy
Develop range management plan to prevent encroachment
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Optimize data centers and secure cloud services
Deploy an enterprise systems architecture
Field protected networks and data systems that are internally accessible and protected from external attack
Develop detection capabilities to maximize cyber situational awareness and the ability to defend critical networks
Modernize Navy shore IT infrastructure standards
Develop and field adaptable and resilient SDS that can operate in a hostile Electromagnetic Spectrum
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Establish policies and support teams to proactively combat threats
Create a single Insider Threat Hub
Establish a Counterintelligence Enterprise
Provide enhanced technological capabilities
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Modernize recruiting efforts, streamline processes,
and expand training availability
Modernize personnel management and training systems
Establish stakeholder transformation teams
Grow and develop civilian workforce to support changing mission needs
Reinforce ethical standards through detailed guidance, procedures, and training
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Develop Departmental policies to prioritize and synchronize engagement
Ensure consistency of Department’s security cooperation efforts with the NDS
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Deploy data standards, architectures, tools, and
skilled analytical teams
Develop workforce competency and capacity
Conduct mission-focused AI and machine-learning 90-day projects
Advance initiatives with the highest potential to deliver value to the DON
Develop a decision support solution that
optimizes investments and force development
activities
Develop DON reform initiatives across all functional areas
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Review organizational structures and eliminate unnecessary layers
Delegate execution-related authorities within the DON
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Reduce accounting systems footprint
Reduce adjustments to financial statements, and improve financial reporting process
Streamline the FBWT reconciliation process, and transition to U.S. Treasury shared services
Conduct business process re-engineering, and re-baseline populations of inventory items
Complete real property inventory count, and improve end-to-end processes
Move funds to where they are used, and change the intragovernmental payment process
Implement Risk Management Framework into the entire IT acquisition process
Re-engineer business processes, and streamline business systems