The Navy Career Advancement system is the one thing that is the most destructive problem. I have a top MBA and I’ve been in a Fortune 500 company for several years now and I am very successful there. I attribute a lot of my success to the things I’ve learned in the Navy. The business concepts I learned would make me way more impactful a leader in the Navy. But we don’t allow for many people to get any of that experience and knowledge and the few that do are relegated to low-impact jobs because you just got to have that boat tour.
I read an article a while back about the VP-5 Skipper (CDR Toraason) making some really interesting changes to the culture and organization of the squadron. I wasn’t close enough to know whether it made an impact or not. I don’t know if the squadron felt it was an improvement. I have no idea if the changes lasted beyond his tenure as a Skipper. I do know that he had the unique background to do this, I’d urge anyone reading this to think hard about the experiences he had and why that made him more successful than the standard VP Skipper.
Recently, I got an e-mail alerting me to some new comments. After seeing the comments, I thought they were really well thought out and it gave me the motivation to quickly finish the last three articles. I didn’t put in 100% on these – apologies if the quality isn’t that good. If anyone would like to take up the mantle of running this blog, feel free to send a note to email@example.com.
- Strategy: Why we need to be bad in order to be great
- Incentives are Important: Why our DUI prevention incentives don’t work but our mishap prevention incentives do
- Operations Management: The answer to “doing more with less”
- Talent Management: Allowing people to do what they enjoy and are good at leads to better outcomes for everyone
- A Strategy for Change: What are VP Navy’s unique strengths and how to leverage them
- Conclusion – The military is not a business: Why treating it like one can lead to failure
- Final Thoughts