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(An Example of Successful
Facilitated Intelligent Solution)
Assessment, Analysis, Strategic Planning, and Projected Cultural
Changes for Navy Wide Reduction in
Submarines, Submarine Squadrons, and Repair Facilities
A cultural change was required that would allow separate information groups and data bases to share information to produce a
synergistic strategic plan for one of the first reductions in submarines.
Key Challenges
- The
Navy had been directed that significant reductions in the numbers of
submarines, submarine squadrons, and repair facilities would be
required. The submarine force, organizations controlling information
within the Pentagon, and organizations within NAVSEA were not organized or
culturally set up to create an integrated game plan that would allow the
creation of a focused plan lasting 5-10 years. In some cases, it was
determined that there was no justifiable answer to certain questions, except
that "they have always been that way" and no one could provide any
plausible justification for certain requirements.
- At the time the strategic plan effort had been delegated to two
senior officers who were only able to work on the plan part time.
- Many
organizations that typically did not work together held pieces of the
information necessary to create a well founded strategic plan, but the
culture necessary to support this effort was definitely not in place.
- A
minimum amount of useful data had been collected.
- At
the time, the officers who had been assigned the task had little motivation
to complete the strategic plan for decommissioning of submarines, submarine
squadrons, and repair facilities.
- Prior
to this effort no one had created an integrated financial plan to show the
financial and budgetary impact of any logical decommissioning schedule,
especially on repair and dry-dock facilities.
Successful Results
A key APARIQ solutions coordinator was deeply involved in creating the
results in this situation. In less that two weeks of extremely
intensive effort, the disjointed and compartmentalized information was brought
together. A significant cultural change was required just to be able to
bring several sets of information together in a new way and get the key keepers
of the information to discuss the impact of their information, if certain
changes occurred in the submarine fleet. A methodology was created to
carefully define the starting assumptions, so that the key decision makers could
not make any changes in the assumptions without realizing what strategic results
they would impact. This strategic plan was used as the
foundation for considerations for additional operational and cultural changes
that not only impacted the active operational submarine groups, but housing and manning planning within the submarine force.
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