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Sustaining Our Warfighting Advantage
Chief of Naval Operations Admiral Daryl Caudle released C-NOte #2, “Foundry Always,” declaring People, Infrastructure, and Materiel as the service’s central engine for readiness. Ready Relevant Learning will be rebranded as the Career Training Continuum and the Military Learning Continuum, civilian workforce development, and Live Virtual Constructive training will be rapidly expanded to modernize and accelerate sailor skills.
The Navy will modernize shore infrastructure, boost shipyard throughput with added shifts and improved training, revise the Battle E to recognize high performing shore installations, and reform materiel and maintenance through stronger supply chains, accurate COSALs, establishment of SIMA in Norfolk and San Diego, and adoption of advanced technologies.
The Navy has launched its first self-paced learning experience designed to introduce the Get Real Get Better (GRGB) mindset, skillset, and toolset that drive cultural transformation across the force.
This training equips Sailors and Civilian teammates with:
By completing this course, learners gain insight into applying GRGB daily—whether addressing maintenance issues, streamlining administrative workflows, leading teams, or disciplined problem-solving to achieve mission success.
Links to classes:
Note: Chrome is the only compatible browser.
Chief of Naval Operations Admiral Daryl Caudle released C-NOte #2, “Foundry Always,” declaring People, Infrastructure, and Materiel as the service’s central engine for readiness. Ready Relevant Learning will be rebranded as the Career Training Continuum and the Military Learning Continuum, civilian workforce development, and Live Virtual Constructive training will be rapidly expanded to modernize and accelerate sailor skills. The Navy will modernize shore infrastructure, boost shipyard throughput with added shifts and improved training, revise the Battle E to recognize high performing shore installations, and reform materiel and maintenance through stronger supply chains, accurate COSALs, establishment of SIMA in Norfolk and San Diego, and adoption of advanced technologies.
By completing this course, learners gain insight into applying GRGB daily—whether addressing maintenance issues, streamlining administrative workflows, leading teams, or disciplined problem-solving to achieve mission success. Links to classes:
In his first C-NOte, Chief of Naval Operations Admiral Daryl Caudle emphasized that Sailors are the lifeblood of the Navy and must be well-trained, connected, and supported to meet rising global threats. He announced sweeping quality-of-life initiatives, including ending afloat living, modernizing galley services, streamlining uniforms, and improving digital connectivity across installations. ADM Caudle also committed to transforming the NAVADMIN process for clarity and revisiting pay systems to ensure timely and accurate compensation for every Sailor.
[Former] Vice Chief of Naval Operations Adm. William Lescher spoke to Naval Postgraduate School (NPS) students, faculty and staff about the Navy’s “Get Real, Get Better” initiative and how the Navy plans to stay ahead in today’s era of strategic competition during the latest Secretary of the Navy Guest Lecture (SGL), May 4... More
The Navy is taking several steps to shorten the time it takes to get its vessels in and out of maintenance at its shipyards, including with a huge, multiyear and multibillion dollar program to modernize the yards’ outdated infrastructure....In the year-and-a-half [Naval Supply Systems Command] NAVSUP has been working on [Naval Sustainment System-Supply] NSS-S, the parts availability rate has improved noticeably, to 37%. The objective by the end of the five-year project is 100%, though [Rear Adm. Peter] Stamatopolous acknowledged that’s a stretch goal...More
During a fireside chat with industry leaders in late 2021, former Vice Chief of Naval Operations, Admiral Bill Lescher, shared the Navy's journey in adopting a Lean mindset from his starting interest to the challenges and benefits...View Video* (*requires Navy Flank Speed access and CAC*)
[Former] Vice Chief of Naval Operations Adm. William Lescher spoke to Naval Postgraduate School (NPS) students, faculty, and staff about the Navy’s “Get Real, Get Better” initiative and how the Navy plans to stay ahead in today’s era of strategic competition during the latest Secretary of the Navy Guest Lecture (SGL), May 4... More
The Navy is taking several steps to shorten the time it takes to get its vessels in and out of maintenance at its shipyards, including with a huge, multiyear and multibillion dollar program to modernize the yards’ outdated infrastructure. In the year-and-a-half [Naval Supply Systems Command] NAVSUP has been working on [Naval Sustainment System-Supply] NSS-S, the parts availability rate has improved noticeably, to 37%. The objective by the end of the five-year project is 100%, though [Rear Adm. Peter] Stamatopoulos acknowledged that’s a stretch goal... More
During a fireside chat with industry leaders in late 2021, former Vice Chief of Naval Operations, Admiral Bill Lescher, shared the Navy's journey in adopting a Lean mindset from his starting interest to the challenges and benefits... View Video*
(*requires Navy Flank Speed access and CAC*)
A 3-module GRGB course developed specifically for the Chief Petty Officer Mess.
Available: 8 August 2025 | Platform: OWA (.mil)
Unlock the full potential of your team with our tailored P2P workshops:
No matter your role, we have a workshop that will accelerate your P2P success.
Schedule a workshop here!
Mandatory training for all Chiefs during the 2025 CPO Initiation Season.
Available: 8 August 2025
A 3-module GRGB course developed specifically for the Chief Petty Officer Mess. This training is mandatory during the 2025 CPO Initiation Season (August–September).
Performance-to-Plan (P2P) is a powerful approach to improve operational results.
The Navy has teams with great culture and great performance, but we also see examples of teams with poor culture and weak performance. The gap between our best and our worst performers is too large.
The proven P2P method has been employed on some of the Navy’s most important readiness challenges, such as aviation mission-capable performance and shipyard maintenance. P2P provides a structured framework to:
At its core, P2P focuses leaders on the right challenges and using data to solve problems.
Problem Statement
The Navy is on a journey to increase force generation and performance output to maintain readiness in the face of great power competition. Over the past decade, a tremendous amount of resources has been spent to improve mission performance; however, increased funding has not always translated to better performance.
For example, the Navy continued to purchase new F/A-18 aircraft to bolster total inventory, but the number of aircraft deemed mission capable flatlined – a large number of these aircraft sat in hangars waiting for maintenance to be completed. Similarly, over the past five years Navy’s ships have required longer durations to complete scheduled maintenance. As a result, backlogged work accumulated at shipyards, causing shortfalls in budgets and mission readiness.
Solution
P2P leverages an industry-proven “driver based performance management” approach, coupled with advanced analytics, to bring transparency, accountability, continued learning, and data-driven decision making to the Navy. P2P has ushered in a different school of thought for leadership – being laser-focused on high-leverage opportunities that directly impact mission readiness.
Result
Two initial efforts for Naval Aviation Enterprise and Surface Warfare Enterprise drove marked performance improvements:
Through P2P’s focus on analytical modeling, senior Navy leaders witnessed how data informed decision making, transformed leadership discussions, and yielded tangible results.
What's Next
While celebrating the early success of P2P, the Navy recognizes the need to scale P2P across all levels of the organization, sharing P2P tools and learning to improve mission performance output for the Navy. Every sailor, from deckplate maintainers to Flag Officers, will benefit from the discipline and rigor of P2P.
To allow leaders at all levels to be accountable for achieving their performance goals, P2P adapted different governance approaches to enable scaling. When coupled with the common-sense problem solving methodologies provided through Navy Performance Improvement Education Resources (NPIER), the P2P mindset will be instilled in the Navy.
P2P stands for “Performance to Plan,” a system used by the U.S. Navy to assess and improve its ability to meet readiness goals. P2P is a continuous process that measures performance, identifies potential gaps in capability, and implements strategies to close those gaps. The goal of P2P is to maximize the effectiveness of all Navy assets and resources, ensuring that units are always mission ready.
In support of P2P, the Navy Performance Improvement Educational Resource (NPIER) provides proven, common-sense problem-solving techniques to help process and system owners throughout the Navy identify and resolve performance challenges. These methods focus on identifying the root cause of problems, reducing complexity and inefficiency, and developing straightforward, measurable solutions to improve performance. Please see the NPIER page for more information.
P2P Vision
P2P is a mindset to accelerate Navy performance improvement, through data-driven decision-making and the rigorous application of common-sense business insights and practices.
Core Tenets of P2P
The core tenets of P2P help drive the positive, problem-solving culture necessary to achieve Navy’s performance objectives:
Transparency
Improve understanding of key information, “embracing the red” to solve challenges through teaming
Accountability
Empower a single individual who is accountable and responsible for achieving clearly defined outcomes and elevating performance barriers when necessary
Accelerated Learning
Learn from data to close performance gaps, and then drive this knowledge across the Navy to create continuous performance improvement
Data Driven Decisions
Make decisions with timely, accurate, and credible information
Key Principles
The P2P process centers on a forward-looking, data-driven performance plan – looking ahead to where performance will be in the future, and then taking high-leverage actions to improve results. To accomplish this, P2P leverages three key principles:
A driver-based performance management (DBPM) method involves using performance metrics and cause-and-effect relationships to determine the highest-leverage drivers and predict future performance.
Click here to learn more about DBPM + Predictive Modeling
Command and control (C2) alignment, which defines the single, accountable leader for desired outcomes, and then supports that leader to achieve success.
Click here to learn more about C2
Barrier removal, with a forum where challenges are identified, and high-leverage drivers are swarmed to improve performance and drive learning.
Click here to learn more about Barrier Removal Forums
Get Real Get Better is not just theory. We are adopting measurable standards for these leadership and problem-solving behaviors.
Fostering an inquisitive, adaptive, and outcome-focused approach to leadership.
Anchoring leadership and team performance in measurable, actionable behaviors.
Tools, discussions, and materials to empower teams and enhance readiness.
Get Real Get Better In Action in Your Communities.
Get Real Get Better (GRGB) is the Navy’s commitment to leadership and problem-solving excellence. It is a call to action for every leader and team member to adopt a proven set of practices that empower people to achieve exceptional performance. GRGB embodies the Navy’s drive to strengthen warfighters, improve warfighting, and ensure mission readiness.
The Navy’s best-performing teams demonstrate strong culture and exceptional results. However, not all teams achieve this level of excellence. GRGB bridges the gap, fostering:
This approach aligns with the Navy’s mission to maintain the world’s strongest maritime force.
GRGB emphasizes a mindset that drives continuous improvement through:
Core Values Built on the Navy’s foundational values of honor, courage, and commitment.
Outcome-Oriented Leadership Shifting focus from mere activities to achieving measurable outcomes.
Dynamic Adaptability Preparing teams to adapt rapidly in both peacetime and combat, ensuring readiness for the challenges of tomorrow.
Commitment to Excellence GRGB is a journey with no finish line—continuous improvement is the standard.
By practicing GRGB, teams at every level embrace:
Learn More About GRGB Behaviors →
Admiral Lisa Franchetti on GRGB: “In our ongoing effort to strengthen warfighters, improve warfighting, and ready the platforms that support them, our way ahead is clear and our course is true...”
Read Admiral Franchetti’s Full Message →
Navy Problem Solving & Process Improvement Office (OPNAV) 2000 Navy Pentagon Washington, DC 20350 Email: npso@us.navy.mil Web: www.owa.navy.mil