NAVY Enterprise is an initiative designed to improve the understanding of our business practices so we remain the most effective and efficient Navy in the world. Our resources - people, time, and money - are precious and we must ensure we are maximizing our Return on Investment (ROI) in all we do. Our workforce - active duty, reservist, and civilian - is our most valuable resource. They are improving the way we do business every day by focusing on the warfighter and promoting an open and collaborative culture committed to delivering current readiness and future capability requirements needed to accomplish the mission.

Our two key methods to improve ROI are:

• Improving the output/cost ratio associated with all major processes
• Aligning and resourcing our lines of business to achieve the intended outcome in the most effective and efficient manner

Enterprise Management is the processes, forums, and enabling tools used by Navy senior leadership to manage the efficient and effective production of current readiness and future capability. By ensuring the perspective of others are considered and/or evaluated prior to implementing major business area process improvements, we strengthen the decision making process substantially and foster an environment of collaboration and transparency.

Responsibilities of Enterprise management include:

• Setting enterprise objectives
• Assessing progress
• Removing barriers
• Making decisions (per vested authorities)
• Communicating enterprise-wide successes

The NAVY Enterprise Organizational Construct is designed to foster collaboration and tighten cross-organizational linkages necessary to deliver warfighting readiness and capability effectively and efficiently both today and tomorrow. Key elements include:

The Fleet Readiness Enterprise (FRE), led by Commander, US Fleet Forces Command (CUSFFC), integrates activities of the five (5) Warfare Enterprises with the fleet training domain, supporting Providers, and resource sponsors to optimize cost-effective delivery of operational forces Ready for Tasking by Combatant Commanders.

The Providers—composed of nine (9) Providers and associated Program Executive Offices (PEOs)—work together to deliver future capabilities and support current readiness to the Warfare Enterprises at the best cost. Providers supply manpower, assets, parts, supplies, research and development, health care, and supporting infrastructure to the FRE and other Providers.

For more information on the NAVY Enterprise Organizational Construct, click here.

• Common Cost Management Framework (CCMF) - common language enabling programming and financial data analysis
• Navy Enterprise Resource Planning (ERP) – integrated business management system modernizing and standardizing Navy business operations increasing visibility across the enterprise
• Lean Six Sigma (LSS) – methodology combining principles of Lean (reducing and eliminating non-value activities) and Six Sigma (reducing variation, increasing quality) to improve process effectiveness, efficiency, and alignment
• Resource Allocation Decision Support – tools bringing structure, efficiency and improved performance to critical decisions on how to optimally allocate resources
• Performance Agreements – document the products and services to be delivered to another organization and specifies how they are to measured and improved
• Performance and Management Reporting – allows tracking and reporting outcome-based metrics to monitor progress and enable more informed decisions

Supporting culture change is about building a foundation of becoming more collaborative in the way we meet the efficiency and effectiveness challenges we’re facing and to sustain the effort by continuously building on successes across multiple generations of leaders. NAVY Enterprise supports culture change through:

• Education and Training to build skills needed for success. It includes such things as LSS training, Executive Business Course, and Navy Corporate Business Course
• Communicating NAVY Enterprise concepts, success stories through print and tech media, and a wide range of outreach initiatives
• Encouraging and Recognizing process improvement efforts to foster a workforce open to change and accelerate process improvement efforts and progress