Before it established the Command, the Navy did not have an organization dedicated to operational experimentation. However, the Navy has not developed an overarching, long-term strategy that integrates these activities or that clearly defines transformation goals, organizational roles and responsibilities, timetables for implementation, resources to be used to achieve its transformation goals, and ways to measure progress toward those goals. Navy Does Not Have a Defined, Integrated Strategy for Transformation

There is no clear consensus on the precise definition, scope, or direction of Navy transformation. The Navy has not developed a plan that clearly identifies what transformation is and what its goals or components are. It has also established a constructive working arrangement with the Naval War College and the Strategic Studies Group. Recommendations for Executive Action

To more clearly determine the Navy’s direction and promote better understanding of actions taken to transform its forces for the 21st century, we recommend that the Secretary of Defense direct the Secretary of the Navy to develop a long-term strategic plan and roadmap that clearly articulates priorities, objectives, and milestones; identifies the scope, resource requirements, and responsibilities; and defines the metrics for assessing progress in achieving successful transformation.
Why GAO Did This Study

With the end of the Cold War, national security strategies changed to meet new global challenges. The Navy developed a new strategic direction in the early 1990s, shifting its primary focus from open ocean "blue water" operations to littoral, or shallow water, operations closer to shore.

What GAO Found

GAO found that although the Navy has recently placed more emphasis on transformation, it does not have a well-defined and overarching strategy for transformation. It has not clearly identified the scope and direction of its transformation; the overall goals, objectives, and milestones; or the specific strategies and resources to be used in achieving these goals. It also has not clearly identified organizational roles and responsibilities, priorities, resources, or ways to measure progress. Without a well-defined strategic plan to guide the Navy's efforts, senior leaders and Congress will not have the tools they need to ensure that the transformation is successful.