Leadership & Execution

Brigadier General John J. Kelly, Jr., United States Air Force (Ret.)

Deputy Under Secretary for Oceans and AtmosphereNOAA Mid-Level Retreat

08.23.2005

Creating One NOAA

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NOAA’s Mission

To understand and predict changes in the Earth’s environment and conserve and manage coastal and marine resources to meet the Nation’s economic, social and environmental needs.

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Eye On The Mission

“Every business, if it is to succeed, must have a sense of direction and mission, so that no matter what you are doing, you know how you fit in, and that what you are doing is important.”

—former IBM CEO Louis Gerstner

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NOAA’s Vision

An informed society that uses a comprehensive understanding of the role of the oceans, coasts and atmosphere in the global ecosystem to make the best social and economic decisions.

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Eye On The Vision

“Everything you do is for a reason and that reason is contained within the vision.”

— Merck & Co chair, president and CEO

Raymond Gilmartin

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Current Environment

US Ocean Action Plan

Global Earth Observing System of Systems—GEOSS

US Tsunami Plan

Climate Change Science Plan—CCSP

Update to Strategic Plan

Management of Research Enterprise

Public-Private Partnership

DOC Leadership, Congress

Budget Outlook

Administration PrioritiesDefense/Homeland Security

NOAA Organizational Structure

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Transformation to “One-NOAA”

Holding Company

Ad Hoc

Subjective Decisions

Talk

Corporation

Process

Fact-based Decisions

Execution

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NOAA Organizational Structure

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LEADERSHIPResources

1. People2. $$$3. Infrastructure

ServePublicNeeds Congress

OMB/DOC

WorkforceManagement

Open Forum

Stakeholders

Products & Services

NOAA “Business” Model

Strategic Plan1. Ecosystem Management2. Climate3. Weather & Water4. Commerce & Transportation

Strong Corporate Culture(breaking down stovepipes)

1. Proven Track Record2. Public Benefits3. Comprehensive Plan

Customer Satisfaction

LA/PAStrategy

Requirements

1. Interdisciplinary Teams2. Research Breakthroughs3. Transition to Operations4. Operations

1. Requirements Process2. Matrix Management3. Improved Research Management4. PPBES5. Project Management

What do you want us to do, Boss?!What do you want us to do, Boss?!

Leadership

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Leader’s 7 Essential BehaviorsLeader’s 7 Essential Behaviors

1.Know your people and your business.

2. Insist on realism.

3.Set clear goals and priorities.

4.Follow through.

5.Reward the doers.

6.Expand people’s capabilities through coaching.

7.Know yourself.

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Life’s Paradoxes

Centralized efficiencies vs. decentralized responsiveness

Being disciplined vs. being innovative

Taking risks vs. avoiding mistakes

Knowing the details vs. delegating responsibility

Fast decision process vs. correct decisions

Respect for the individual vs. criticism

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LEADERSHIPResources

1. People2. $$$3. Infrastructure

ServePublicNeeds Congress

OMB/DOC

WorkforceManagement

Open Forum

Stakeholders

Products & Services

NOAA “Business” Model

Strategic Plan1. Ecosystem Management2. Climate3. Weather & Water4. Commerce & Transportation

Strong Corporate Culture(breaking down stovepipes)

1. Proven Track Record2. Public Benefits3. Comprehensive Plan

Customer Satisfaction

LA/PAStrategy

Requirements

1. Interdisciplinary Teams2. Research Breakthroughs3. Transition to Operations4. Operations

1. Requirements Process2. Matrix Management3. Improved Research Management4. PPBES5. Project Management{ }

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Performance Measures

Understandable and meaningful

Organizational culture — achievement important

Performance measures at several levels

Information guide to action to improve performance

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Strategy … Metrics … Leaders … Actions

Strategy

Mission

Goals

Stakeholders

MetricsReport

Rationalize Resources

Align Effort

Manage Accountabilities

Manage Processes

Manage Capabilities

Decide

Implement Strategy

Improve Performanc

e

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Execution

Leaders are central to execution.Know yourself.Be engaged in both the “whats and hows.”Be honest about all realities.Promote ongoing honest dialogue.

Create and maintain an execution cultureTranslate visions and goals into tangible deliverables and actions.

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Execution

Put the “right” people in the “right” places.Be involved in selections.Reward the doers.Expand the capabilities through coaching.

Put processes and mechanisms in place to effectively operationalize execution.

Strategic plan – stretch goals.Strategy reviews.Operating plans.Realistic resources and budgets.

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Keys to Creating “One NOAA”

Remove the Stovepipe CultureImprove understanding of how Line/Staff Offices impact/benefit each other

NM

AO

NW

S

OA

R

NO

S

NM

FS

NESD

IS

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Keys to Creating “One NOAA”

Improve Communication

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Keys to Creating “One NOAA”Focus on Integration

NMFS — Pacific Islands Regional Office; Pacific Islands Fisheries Science Center and Honolulu Lab; Office of Law Enforcement

NWS — Pacific Region Headquarters; International Tsunami Information Center; Honolulu Electronics and Technical Support Unit

NOS — Pacific Regional Office for National Marine Sanctuary Program; NW HI Coral Reef Ecosystem Reserve; HI Humpback Whale National Marine Sanctuary; Pacific Services Center

NMAO — Marine Operations Center - Pacific

NOAA Office of General Counsel

Office of Oceanic & Atmospheric Research

Office of Public Affairs

What do you want NOAA to look like

in 15 years?