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Case Study
The better the question The better the answer The better the world works
Case Study


HOW THE PERFORMANCE-TO-PLAN STRATEGY USES DATA TO MODERNIZE OPERATIONS FOR THE
US NAVY

PERFORMANCE-TO-PLAN (P2P) LEVERAGES DATA ANALYTICS TO ACCELERATE MOMENTUM AND
IMPROVE OPERATIONAL PERFORMANCE – A CULTURAL SHIFT FROM TRADITIONAL THINKING.

Case Study
The better the question The better the answer The better the world works
Case Study


AS THE WORLD TRANSFORMS, HOW DO YOU MODERNIZE FOR MISSION SUCCESS?

A BETTER UNDERSTANDING OF DATA AND “METRICS THAT MATTER” WILL FOCUS ACTIONS AND
IMPROVE THE FUTURE PERFORMANCE FORECAST.

The Navy was experiencing a gap in the number of F/A-18 fighter jets that were
ready for deployment. A large number of them were sitting in hangers waiting for
maintenance. Asking for taxpayer money to purchase more jets was not a viable
option year after year. The Navy engaged Ernst & Young LLP to help close the
widening shortfall, drive a sense of urgency in mission readiness, and provide a
sustainable solution to assess and improve readiness.

Meeting key readiness outcomes is a major initiative for the Navy, and a
constant top priority for the Secretary of the Navy. The aim is to align the
critical naval enterprises on key objectives and improvement initiatives through
enhanced accountability, leveraging analytical tools and predictive modeling to
make data-driven decisions, analyzing key performance metrics, and identifying
barriers to execution. It is critical to continuously improve on-time delivery
of ships, submarines and aircraft, as well as manage the logistics and resources
for Naval activities across the globe. In short, senior Navy leaders need to
look at what may be hindering them – recognizing that it will take more than
pure intuition to fix it.

Performance to Plan (P2P) provides a solution that leverages digital leading
practices for better outcomes. This focused leadership approach improves
readiness by identifying quantifiable metrics and applying predictive and
prescriptive analytics to rigorously strive for success. 

Adm. Bill Lescher said, “The Navy behavior prior to P2P structure would have
been, ‘You go buy all the parts you can. You go buy all the people you can in
the depots. You go buy all the capacity you can in repair velocity, and let’s
see where we end up.’ But we have a different tool now: we have the ability to
be predictive.” 1

> The Navy behavior prior to P2P structure would have been, ‘You go buy all the
> parts you can. You go buy all the people you can in the depots. You go buy all
> the capacity you can in repair velocity, and let’s see where we end up.’ But
> we have a different tool now: we have the ability to be predictive.

Navy Admiral
Bill Lescher


 * SEE REFERENCES
   
   1
   https://news.usni.org/2021/05/24/vcno-enthusiasm-over-navys-performance-to-plan-readiness-effort-is-spreading

Case Study
The better the question The better the answer The better the world works
Case Study


A DATA-DRIVEN MANAGEMENT APPROACH ENABLES BETTER OUTCOMES.

IDENTIFYING STRATEGIC OBJECTIVES AND QUANTIFIABLE METRICS PROVIDES A FRAMEWORK
FOR IMPROVEMENT.

The Navy’s top priority was to focus on the shortfall in F/A-18 jets. Over time,
that effort expanded to include surface ship and submarine maintenance, as well
as how to effectively assign sailors to fill the gaps for deployed ships. Then,
public shipyards were added. Are big carriers and submarines getting through the
shipyard maintenance periods on time? Why do they often experience delays? What
are the logistics of moving weapons, aircraft, emissions, food, supplies and
people from one area of the world to another? How can the Navy manage the
quality of maintenance activities – and at what cost?

The P2P framework employs a driver-based performance management method to
address these issues. Using this approach, the Navy has identified strategic
objectives and focused on performance metrics to measure success and achieve
better outcomes. Predictive modeling enabled the Navy to utilize historical data
to forecast future performance based on existing process capabilities.

Benefits of P2P:


 * Aligns the enterprise on key objectives and initiatives, focusing on what
   matters
 * Utilizes predictive analytics to understand “cause-and-effect” relationships
 * Offers greater visibility into operational metrics that drive better outcomes
 * Establishes a high level of discipline on how metrics are defined and
   reported
 * Enables decision-makers – in this case, Navy leaders – to prioritize actions.

Case Study
The better the question The better the answer The better the world works
Case Study


AN EYE-OPENING CULTURAL CHANGE

USING DATA TO DRIVE DECISIONS, SIMPLIFY COMPLEX CHALLENGES AND BUILD VALUE AND
TRUST.

Over the past three and a half years, EY has seen a major cultural shift in how
the Navy operates its fleet of ships and aircraft. The focus has moved from
activities and mitigating risks to accelerating performance improvement and
measuring outcomes.

The P2P approach is bringing a new type of discipline to leadership, relying on
data to drive insights that inform decision-making. This is creating a culture
of transparency, accountability, accelerated learning and timely data-driven
decisions.

EY is helping Navy leaders monitor progress and expand efforts in areas they
have targeted for improvement. Shawna F. Li, Senior Manager, Strategy
Consulting, Government and Public Sector, Ernst & Young LLP says, “We see many
changeovers in Commands, in both Admirals and Captains. EY provides the
continuity by educating and coaching these new leaders on what P2P is, how it
works and why it should be part of their readiness infrastructure. The Navy can
move forward with confidence, knowing they have a consistent approach and the
right analytical tools in place to manage performance.”

> The Navy can move forward with confidence, knowing they have the right
> analytics tools in place to manage performance.

Shawna F. Li,
Senior Manager, Strategy Consulting, Government and Public Sector, Ernst & Young
LLP

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