The Naval Aviation Enterprise is a partnership of key Naval Aviation stakeholders from the Navy and the Marine Corps. The Enterprise framework brings together the many parts that make up Naval Aviation in order to foster better decision-making that benefits Naval Aviation as a whole. By partnering in a collaborative manner, Naval Aviation is better able to produce warfighting readiness in the most cost-effective manner.
The Naval Aviation Enterprise derives its authority from NAVADMIN 204-06. In this NAVADMIN, the CNO identified the Navy's highest priority - to produce and deliver the most effective warfighting force to Combatant Commanders within the most efficient allocation of the Navy's resources.
Naval Aviation’s enterprise approach facilitates cooperation with other commands, the provider domains, and other organizations that impact Naval Aviation in order to improve the alignment of resources to achieve desired levels of readiness. The goal is an integrated approach to maximize readiness and efficiencies.
Enterprise Guiding Principles
An enterprise, and specifically the Naval Aviation Enterprise, is a way of doing business that promotes enhanced coordination and collaboration to achieve effectiveness, emphasizes the efficient use of resources, and provides information to aid in decision-making. Naval Aviation implements an enterprise approach based on the following principles:
1. Consistently focus on improved readiness and increased efficiencies. Attacking readiness degraders, removing barriers and maintaining a financial management view is imperative to balancing risk and meeting operational requirements.
2. Systemically apply cross-functional process thinking. Creating and sustaining readiness requires dedicated and coordinated efforts from multiple organizations. That coordination rests on every member of each organization adhering to established processes which will in turn lead to process improvements and superior outcomes.
3. Establish and maintain process discipline. The processes of developing readiness must be optimally defined at the appropriate level and then consciously followed. This commitment rests on every member of each organization adhering to established processes which will in turn lead to process improvements and superior outcomes.
4. Use consistent, integrated and hierarchical metrics that allow fact-based analysis to facilitate superior performance. Consistent data and integration ensures that everyone in the Enterprise operates with the same information across all facets of the NAE, so that decisions made can lead to the best outcomes for Naval Aviation. Hierarchical metrics are developed at multiple levels in the organization and are available in the detail relevant to the user.
5. Ensure full and consistent transparency of data, information and activities. Transparency enables collaboration and helps prevent organizational stovepipes, enabling leaders at all levels to optimize decision making for Naval Aviation. Collaborative solutions lead to superior outcomes over independent actions. There must be a willingness to openly challenge past practices and assumptions.
6. Establish and maintain accountability for actions and results. Accountability drives ownership for actions accepted and fosters personal and organizational commitment to achieving targeted results.
7. Understand the Single Fleet Driven Metric. It is important to tie our efforts to a single, overarching metric in order to measure success. The single fleet driven metric is: Naval Aviation forces efficiently delivered for tasking.
8. Commit to active participation in scheduled events and tasks as a priority. Personal leadership commitment engenders organizational buy-in and alignment.