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To support our customers' changing needs in a reformed and downsized public/private defense structure.

To Crane Division, this means: 

To support our customers’ changing needs we must focus on understanding those needs and developing strong customer relationships. We must understand our own capabilities, our products and services, and our processes in relation to our customers’ current and future needs. Our customers, the war fighters and the program sponsors, are being asked to do more with less. They are changing the way they do business, through acquisition reform. Organizations retained by DoD will be the ones that successfully adapt to the new needs of their customers while elevating their capabilities to the national level – only the best will survive.

A Reformed and Downsized Public/Private Defense Structure requires that we increase our efficiency in satisfying customers’ needs. We must be able to quickly respond to our customers with an integrated NAVSEA response to their needs. We must apply all appropriate resources to produce cost effective solutions. Our response to each customer must be recognized as a NAVSEA response so that we, Crane, develop a strong identity outside our fences as an essential NAVSEA asset. In the long term, individual business units can not succeed, without Crane being recognized as one of the nations best activities, public or private. We must develop public and private partnerships that enable us to team with our partners to deliver the most cost-effective approaches to our customers’ requirements.

Translating this to the home front, how well we support our customers will determine our survival. The greatest roadblock we face at Crane today is the lack of a shared internal focus, and the resultant lack of an external identity that is perceived by all our customers as critical to their changing needs. These are two sides of the same coin, and both must be corrected using our vision as the basis for action. Today’s lack of a shared, corporate focus is a result of the way Crane has grown organically, from our ordnance roots, with new projects and products continually branching out from functions and capabilities. When workload was plentiful, this lack of focus was not such a great threat. Customers’ needs could still be supported, and workload was developed in relative isolation by individual projects, branches, and departments. We developed local, self-contained capabilities, often redundant, across a variety of products and customers. The results were a strong entrepreneurial culture, grass roots customer support and workloading, and a myriad of customers and projects.

Although this concept of operations served us well historically, at least in a workload sense, it had a distinct downside. It presented many different “faces” to our customers and chain of command, inhibited the development of integrated processes and capabilities, restricted resource sharing, and limited our identification with higher-level systems requiring complex multifunctional support. In today’s environment, other long-term symptoms are becoming apparent.  These include loss of high-level customer support and direct workload, difficulty both in keeping pace with technology, and planning for the future in general. All of these make it difficult to articulate our central mission – thus, the lack of external identity. NAVSEA has recognized this same issue at a corporate NAVSEA level and is emphasizing the importance of a single integrated NAVSEA Corporation.

This lack of identity has always been a significant issue for Crane, but is compounded today as competition for workload intensifies along “mission” lines. As additional downsizing threatens and as workload decisions are made at increasingly higher levels, it becomes clear that a strong corporate focus and resulting identity is required to enhance communication with customers and chain of command. Lack of a clear focus and identity appropriate to the downsized and reformed environment is unacceptable for ourselves and, more importantly, for our customers. To improve our internal focus and external recognition we must identify our core products, services, capabilities and facilities. We have aligned these into the three pillars of ELECTRONICS, ELECTRONIC WARFARE, and ORDNANCE. These three pillars provide a focus for our planning and define general product categories for which we will seek recognition by our customers and by Corporate NAVSEA. Our specific product lines and services will be focused into these three pillars.



Point of Contact : Strategic Planning Leader
Last Modified: May 11, 2001

Strategic Plan

Letter from Commander and Executive Director
Statement of Commitment from Crane Division Board of Directors
Executive Summary
Strategic Intent
Guiding Principles
Strategic Goals
Implementation Process
Balanced Set of Corporate Measures
Managing the Future
Tying It All Together