Norfolk Naval Shipyard (NNSY) is leveling up its Strategic Framework to sharpen alignment on its mission and vision. Introduced in 2021, the framework connects the command’s mission, vision, values, focus areas and lines of effort, principles, results and vision. The updated framework features the four focus area pillars of Dependable Mission Delivery, People, Infrastructure and Innovation. The success of NNSY will be measured across five key results – safety, quality, delivery, cost and an invested workforce.
“For me, the Strategic Framework is really about alignment and focus,” said NNSY Command Transformation Office (C100TO) Chief Transformation Officer Kelly Souders. “We have a very clear mission at Norfolk Naval Shipyard, and there is a tremendous amount of work happening every day to accomplish that mission.” The framework helps ensure the shipyard’s strategic efforts are connected to its mission and effectively guide the future direction of the organization.
As the shipyard continues to evolve, the updated framework serves to align the workforce and reflect the organizational priorities in repairing, modernizing and inactivating the Navy’s warships and training platforms, supporting on-time or early delivery to the Fleet.
“This aligned Strategic Framework gives our workforce a clear path to focus on what supports repairing and modernizing our aircraft carriers and submarines at the speed required to sustain the Fleet,” said Shipyard Commander Rear Admiral Kavon Hakimzadeh. “The framework’s strategic priorities of Dependable Mission Delivery, People, Infrastructure, and Innovation lay out where we need to invest our energies to serve the command today and well into the future.”
The framework was developed using input and lessons learned from across the shipyard. Michael Ewing, C100TO Portfolio Management Branch Head, has been instrumental in facilitating cross-functional discussions, coordinating the development of the framework, and supporting its rollout across the shipyard.
C100TO facilitated discussions across the shipyard, brought together different perspectives, identified common themes and priorities, and helped translate those discussions into a framework that connects NNSY’s mission and vision to its strategic priorities, objectives, key results, and initiatives. Although NNSY’s mission, vision, values and guiding principles have not changed, the strategic priorities have been refined to focus on dependable mission delivery, people, infrastructure, and innovation.
Within each strategic priority, NNSY has defined strategic objectives and lines of effort. Strategic objectives define the outcomes the shipyard must achieve, while lines of effort identify the focus areas through which the workforce will organize and execute work. Key results help the shipyard measure progress and maintain accountability.
“The framework was originally designed to have some enduring elements that will remain consistent over time but also to allow for flexibility to adjust to changing priorities,” said Jeremy Largey, NNSY Executive Director for Nuclear Operations. “The recent work that has been done to update the focus areas of each pillar for our current needs will ensure we put our improvement efforts in areas that maximize benefits to the Fleet based on today’s mission requirements.”
The framework helps NNSY focus leadership attention, resources, and improvement capacity on the work that most directly supports mission success. NNSY is moving into the communication and execution phase of the updated Strategic Framework.
Leaders will use the framework to guide initiatives, governance discussions, performance reviews, and resource decisions. Over time, the workforce should see the framework reflected in common language, clearer priorities, and coordinated action across the shipyard.
“One thing I’ve learned through this process is that Norfolk Naval Shipyard does not have a shortage of good ideas or people who want to make things better,” said Souders. “We have an incredibly talented workforce, and there is tremendous energy around improving how we accomplish the mission.”