Military Projects
US Navy
Problem:
A few years ago, at the beginning of this millennium, the senior military leader of the Navy correctly foresaw the impending financial pressures of the following decades. He believed that Navy leadership must strongly beef up its understanding of the “business of the business,” in order to meet the coming fiscal challenges.
Solution:
Among other initiatives, the Navy partnered with a prestigious West Coast business school to help bring a “mini-MBA” course to senior military and civilian leaders. That school asked ELG to lead off the course with a section on “Turning Strategy into Results,” which describes how to use ELG’s Whole Goal® methodology.
Results:
Because of ongoing strong student evaluations – and success stories – ELG continues to teach this class, and now does so directly through the Naval Posgraduate School’s Center for Executive Education. Students have employed what they learned from ELG faculty, citing success from all corners of the Navy and beyond, including the White House. ELG has also been asked to present this course to the Navy Intelligence community, Navy Information Professionals, Explosive Ordnance Disposal leadership, Coast Guard Transformation (watch video), US Army Executive Education leadership, leadership at most US submarine bases, and others.
US Navy
Problem:
A commander of any organization with within the Navy rarely holds his or her position for more than a couple of years. This leaves very little time for any new commander wishing to leave a legacy of focus, alignment, and enduring improvements.
Solution:
At the top levels of the Navy (Echelon I, II, & III), and elsewhere, commanders of Navy organizations have asked ELG to employ it’s Whole Goal® methodology to help establish systems for strategy development and execution. ELG has helped these leaders and their subordinates craft their strategies, express them as measurable accountabilities for results, and then govern strategy and execution thereof, on a frequent and adaptable basis.
Results:
Numerous Navy commands now possess strategies that were built from inception to be executed. And, their governance cycle ensures execution – and adaptability – of the plan. One admiral commented, “I am better in touch with my command, and better able to make things happen within it, than I had imagined possible.”
Does the system endure past a single commander? Often, yes. Because these strategy execution systems are flexible and anchored in the enduring purpose of the command, we are increasingly seeing incoming commanders retain the system, while retaining the ability to impress their own stamp upon it: Why build a whole new railroad when you can just change some of the cargo, as desired?
US Air Force
Problem:
Cost overruns in recent years have plagued all the services, and the Air Force is no exception. In their case, one of the several causes is that the ranks of Air Force cost estimators were drastically shrunk in the “peace dividend” years of the 1990’s. This left a workforce of varying skill, employing processes of varying effectiveness, and often managed by non-experts.
Solution:
ELG was asked to analyze the Air Force’s cost estimating processes and related talent management practices, and to recommend improvements.
Result:
The result was an in-depth analysis and recommendations, a document much-praised for its ingenuity and perceptiveness, and is under consideration for implementation. To sample some of that ingenuity and perceptiveness, see "Multiplying the Power of Experts: A Systemic Approach."
US Coast Guard
Problem:
A major class of ships that has long served the Coast Guard well was due for replacement; the ships (cutters) were no longer being built and many of their parts were no longer being built. However, procurement of a replacement class had been delayed, and repairs to the aging vessels were becoming increasingly difficult, costly, and often, impossible – seriously threatening mission capability.
Solution:
ELG, employing it’s Whole Goal® methodology, helped develop a strategy and execution discipline for bringing financial and manpower forces to bear on decisive points, and matching capabilities to missions.
Results:
Accountability for precise outcomes was cascaded down through the organization, starting at the three-star level. This maintained required mission capability and bought the time required for acquisition of the new cutter class.