1. Phil Quast, VADM (ret) Executive Learning Officer NPS 4 - 15 June 2007 Navy Corporate Business Course

2. US Navy - Executive Development

6. Time as Flag NFOTS EBC LAP EBCII Mentoring/Coaching AFOC/Annual Community Events Progression thru continuum guided by SLLP, informed by self assessment against KSA’s NCBC Executive Development Program Milestones Executive Resource Center Rank Workshops Strategic Communications (SCW) Joint Strategic Communications (JSCW) Enterprise Behavior (EBW) Effects/Metrics/Risks (EMR) Strategic Planning (SPA) Financial Management (SFM)

7. Evolution of Strategic Planning Towards a More Integrated, Strategic-Learning Approach PerformanceLearning Culture TacticalStrategic Focus Level I: Financial Planning Strategy is only implicit Budget is primary planning tool Level II: Forecast-Based Planning Multi-year budgets Use of forecasting models Assumes high predictability Level III: Strategic Thinking Focus on strategic issues Dynamic, creative portfolio management Explores multiple futures Level IV: Strategic Management Wide-spread strategic thinking capability Alignment of visions across units and functions Integration of strategy and reward system Level V: Managing Uncertainty Consider multiple futures Create flexible/innovative strategies Monitor the Environment

8. Recent polls trend downward Military Credibility/Leadership Declining in Public’s View Source: Pew Research Center survey, April 5, 2007 Source: Harris Polls, February 27, 2007

9. US Public Confidence in Institutions 2006 Gallup Poll How much confidence do you have in the following institutions? A great dealQuite a lot 74% 63% 53% 49% 44% 42% 41% 37% 28% 26% 24% 22% 18% SERVICE COMPARISON Army1525 Air Force2023 Navy39 Marines4423 Most Prestigious Most Important to Defense

10. U.S Navy-NFOTS 2004-2006 LIFESTYLE DIAGRAM NavyNorms

11. Implications for Leader Development Transition Aiding - Within and Across Levels Development for Joint and Combined Operations Emphasis on Monitoring, Teaching, Coaching Skills Needed for Leader Development Should be Part of Leader Development Developmental Assessment as early as possible SES Mobility.Assessment System Joint SES/Military Development

12. Objectives of the Navy Corporate Business Course Provide Navy senior leaders with opportunities to… … Strengthen executive skills to meet individual needs and … to transform the Navy by expanding business acumen … within the context of an Enterprise Framework

13. Core Modules of NCBC Navy Policies/Strategy Strategic Planning & Execution Financial & Risk Management Effects Based Thinking Human Capital Strategy/ Diversity Change Leadership Information Management Business Planning/Best Practices Strategic Alignment Transformation Negotiation & Collaboration Communications Teambuilding Ethics Lean Six Sigma Innovation/Creativit y

14. Navy Policy/Strategy Strategy ResourcesLeadership Course Framework

15. Navy Policy/Strategy Strategy ResourcesLeadership Strategic Thinking Objectives Metrics Effects/EBA

16. Navy Policy/Strategy Strategy ResourcesLeadership Money People Information LSS Strategic Thinking Objectives Metrics Effects/EBA

17. Navy Policy/Strategy Strategy ResourcesLeadership Money People Information LSS Innovation Collaboration Communications Ethics Coaching Fitness Strategic Thinking Objectives Effects/EBA Actions Metrics

18. Considerations Learning process: faculty and peers Military not a business; an Enterprise war fighting culture/business discipline Mission-driven ROI vs. profit-driven bottom line many Navy challenges typical in business ‘best practices’ applicable Do YOU really have to change?

19. NCBC Course Objectives The NCBC graduates will: 1.Be motivated to improve how their organization does business by assisting flag and SES executives in making transformational changes; 2.Understand the mission, assist in formulating strategies, and possess the capability to develop and implement a plan to execute the strategy, including evaluating risk, and achieve enhanced effectiveness and improved efficiency;

20. The NCBC graduates will: (continued) 3. Possess the capability to formulate strategies and develop implementation plans for human capital and information resources in support of the enterprise strategic intent; 4. Understand the Effects Based Approach and be capable of utilizing those processes to help identify desired effects with associated metrics in order to measure progress, and 5. Exhibit an enterprise perspective. NCBC Course Objectives

21. Tasking (s) Evaluations Evaluations Constructive Criticism Constructive Criticism Improve Course for those that follow Improve Course for those that follow Course Summary Email Course Summary Email Due NLT 30 June Due NLT 30 June To: VADM Conway/CNIC (bob.conway@navy.mil) To: VADM Conway/CNIC (bob.conway@navy.mil) Cc: Phil Quast -- (navyexecdev@nps.edu) Cc: Phil Quast -- (navyexecdev@nps.edu) Cc: Enterprise Sponsor (ie… VADM Zortman, VADM Etnyre, VADM Donnelly, VADM Starling, RADM Bullard. Cc: Enterprise Sponsor (ie… VADM Zortman, VADM Etnyre, VADM Donnelly, VADM Starling, RADM Bullard. Major observations, recommendations Major observations, recommendations Any additional development assistance desired Any additional development assistance desired How what you were exposed to might be used when you return How what you were exposed to might be used when you return

22. Tasking - Group Report Warfare Enterprise Report Out Five Warfare Enterprise Breakout Groups Five Warfare Enterprise Breakout Groups Develop Observations, Issues, Actionable Recommendations, Suggested By Presentations Develop Observations, Issues, Actionable Recommendations, Suggested By Presentations Focus On CNIC and Warfare Enterprise Relations/Issues Focus On CNIC and Warfare Enterprise Relations/Issues Report Out :3-5 Slides; 8 Mins; then Q&A Report Out :3-5 Slides; 8 Mins; then Q&A