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For example, the Navy continued to purchase new F/A-18 aircraft to bolster total inventory, but the number of aircraft deemed mission capable flatlined – a large number of these aircraft sat in hangars waiting for maintenance to be completed. Similarly, over the past five years Navy’s ships have required longer durations to complete scheduled maintenance. As a result, backlogged work accumulated at shipyards, causing shortfalls in budgets and mission readiness.
P2P leverages an industry-proven “driver based performance management” approach, coupled with advanced analytics, to bring transparency, accountability, continued learning, and data-driven decision making to the Navy. P2P has ushered in a different school of thought for leadership – being laser-focused on high-leverage opportunities that directly impact mission readiness.
Two initial efforts for Naval Aviation Enterprise and Surface Warfare Enterprise drove marked performance improvements:
Through P2P’s focus on analytical modeling, senior Navy leaders witnessed how data informed decision making, transformed leadership discussions, and yielded tangible results.
While celebrating the early success of P2P, the Navy recognizes the need to scale P2P across all levels of the organization, sharing P2P tools and learning to improve mission performance output for the Navy. Every sailor, from deckplate maintainers to Flag Officers, will benefit from the discipline and rigor of P2P.
To allow leaders at all levels to be accountable for achieving their performance goals, P2P adapted different governance approaches to enable scaling. When coupled with the common-sense problem solving methodologies provided through Navy Performance Improvement Education Resources (N-PIER), the P2P mindset will be instilled in the Navy.