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The responsibilities of the Naval Sea Systems Command (NAVSEA), the Navy's largest Systems Command, 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 engineering and maintenance, to retirement/disposal. This report is intended to assist NAVSEA in providing this full spectrum of services in the twenty-first century in an environment of continuing downsizing, declining Research, Development, Test, and Evaluation (RDT&E) infrastructure and resources, and increasing competition from the private sector for scientific, engineering, and management resources. It presents a three-phase planning methodology to identify the implications for NAVSEA's products, services, and organizational alignments of NAVSEA a decade in the future, in 2007. Identifying Navy strategy and NAVSEA responsibilities for aiding that strategy in 2007, the first phase presents a framework for translating strategy and responsibilities into products and services. Viewing NAVSEA as a business that must identify its markets, customers, and portfolio of products, the second phase presents a process of successive narrowing. Such narrowing determines quantitatively, using measures of importance, breadth, and market-emphasis growth, among others, which products--across NAVSEA--are most important and most central to the key competencies of the business and, hence, must receive most emphasis for managerial decisions for investment and resource allocation. Presenting NAVSEA as a diverse corporation, the third phase offers an approach that must rely on the strategic intents defined in the other two phases for restructuring the NAVSEA organization to maintain competitive advantage and sustain its central products and capabilities. The planning methodology should be of use to other government organizations and to commercial organizations that are involved in business-planning decisions involving activities, products, markets, technologies, people, facilities, and organizational realignment.

Table of Contents

  • Preface PDF

  • Figures PDF

  • Tables PDF

  • Summary PDF

  • Acknowledgements

    Acknowledgments PDF

  • Acronyms PDF

  • Chapter One

    Introduction PDF

  • Chapter Two

    Strategic Environment and Implications PDF

  • Chapter Three

    NAVSEA Markets and the Products and Activities to Fulfill Them PDF

  • Chapter Four

    Organization PDF

  • Appendix A

    Project Visits and Briefings PDF

  • Appendix B

    Office of the Chief of Naval Operations (OPNAV) and Secretary of the Navy (SECNAV) Instructions PDF

  • Appendix C

    Technical Appendix PDF

  • Bibliography PDF

The research described in this report was performed under the auspices of RAND's National Security Research Division.

This report is part of the RAND Corporation monograph report series. The monograph/report was a product of the RAND Corporation from 1993 to 2003. RAND monograph/reports presented major research findings that addressed the challenges facing the public and private sectors. They included executive summaries, technical documentation, and synthesis pieces.

The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.