<div class="description">
<p>The Navy's future success relies on its ability to improve its current level of readiness in  an environment of limited budgets. The enterprise concept has been the Navy's tool to  meet this fiscal challenge. Through better resource allocation, Navy Enterprise seeks to  maximize return on investment (ROI). Previous projects have analyzed the results from  Sea Enterprise through 2005 and Naval Aviation Enterprise through 2007. Addressing  enterprise management in the surface warfare community expands this body of  knowledge.  This project focuses on enterprise practices in the surface navy. It analyzes how  the Surface Warfare Enterprise (SWE) is organized, governed, led and attempted to  determine if changes in resource allocation can be attributed to these practices.  The results of this project reveal that SWE's application of enterprise management  practices through organization, governance, and leadership is largely consistent with  corporate enterprise models and recommendations, but also identifies some areas of  inconsistency and potential challenges unique to SWE that must be managed carefully.  The project identifies some changes in resource allocation that can be attributed to SWE,  but is largely inconclusive. Further research into this area is recommended and a course  of action is provided.
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<br>Subjects: Business enterprises.; Surface Warfare Enterprise; return on investment; organization; governance; surface board; enterprise management; cross-functional; Navy enterprise; SWE</div>
<div class="fn value">
<dl><dd>Castle, Brandon S.</dd>
<dd>Massie, James G.</dd></dl></div>
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