Organization:
Center for Executive Education (CEE)

orgunit.page.dateEstablished

1997

orgunit.page.dateDissolved

2025

Description

The Center for Executive Education (CEE) provides executive education options to Navy leaders through tailored courses, seminars and workshops to maximize financial literacy, develop strategic thinking, enhance decision making and effective communication, promote innovation and manage risk.

Type

Center

Website of the organization

https://nps.edu/web/cee

Full item page

Publication Search Results

Now showing 1 - 10 of 11

CEE on the forefront: Energizing Senior Executives
(Monterey, California: Naval Postgraduate School., 2002-08) Moulé, Valerie; Center for Executive Education (CEE)
Management and leadership courses that prepare Department of the Navy (DON) and Department of Defense (DoD) middle and senior leaders are commonly available. However, courses for senior executive leaders (those who make critical decisions affecting the nation's readiness are not as abundant. The Center for Executive Education (CEE) at Naval Postgraduate School (NPS), Monterey, CA has changed this by offering exciting programs that provide a forum for leaders at the highest levels to consider and debate relevant resource management and alignment; understand introduce and leverage information technology; and discuss best business practice issues.
Navy Executive Development Program, Strategic Communication Workshop (SCW)
(Monterey, California: Naval Postgraduate School, 2014-07-08) Williamson, Tyller; Office of the Registrar; Center for Executive Education (CEE)
The Course: The Strategic Communication Workshop (SCW) is a hands-on, results-oriented workshop that assists commands in the development and implementation of strategic communication plans and processes. Teams should bring their command's strategic plan and/or a command initiative that might benefit from a communication component. Naval Postgraduate School faculty, in partnership with faculty from University of Southern California Annenberg School for Communication and Journalism, use the latest research and lessons learned from industry and DoD to generate discussion. Each team is assigned a professional facilitator who will serve as a guide and provide feedback. Teams will be asked to conduct in-depth stakeholder analyses, assess communication risk as it relates tho you organization's goals, and develop communication metrics to track desired effects. Take-aways include an analysis of your command's communication capabilities and a roadmap for strengthening communication as it relates to the successful achievement of your organization's strategic initiatives.
Navy Executive Development Program, Navy Senior Leader Seminar (NSLS)
(Monterey, California: Naval Postgraduate School, 2014-07-08) Williamson, Tyller; Office of the Registrar; Center for Executive Education (CEE)
The Course: The Navy Senior Leader Seminar (NSLS) provides senior officers (O6/O5) and senior civilians (GS-15) with an intensive nine-day executive education program that introduces the latest "best practices" in strategic planning, goal setting, strategic communication, effects-based thinking, risk management, financial management, and innovation. The program provide participants with the knowledge and skills required to manage and lead effectively in complex organizations. Learning is enhanced by the use of case studies, small-team exercises, practical applications, seminar-style discussions, peer learning, and faculty presentations.
Navy Executive Development Program, Strategic Planning for Execution: Assessment and Risk (SPEAR)
(Monterey, CA; Naval Postgraduate School, 2014-07-08) Williamson, Tyller; Office of the Registrar; Center for Executive Education (CEE)
The Course: The Strategic Planning for Execution: Assessment and Risk (SPEAR) Workshop provides a guided process to support Commanders and their executive teams to develop mission-critical strategic plans, execute those plans effectively, maximize Navy resources, and accurately assess the impact of their plans. Command teams have substantial time during this 3.5 day workshop to shape their specific planning initiatives with the help of professional facilitators and the expertise of Naval Postgraduate School faculty, who know best-practices and have proven practical experience working with numerous Navy commands, major corporations and other government organizations.
The Future of the DON From a Thirty-Something Perspective
(Monterey, California: Naval Postgraduate School., 2001-09-20) Moulé, Valerie; Center for Executive Education (CEE)
The "Thirty-Something" course at the Naval Postgraduate School (NPS) is a four-week exercise that creates an environment where mid-grade (age "Thirty-Something") Navy and Marine Corps officers can share their ideas for the future of the Department of the Navy (DON) with senior leadership.
30 Something (archived)
(Monterey, CA; Naval Postgraduate School, 2001-09) Center for Executive Education (CEE)
The "Thirty-Something" program is a four-week exercise that creates an environment in which young Navy and Marine Corps officers can share their ideas for the future of the Department of the Navy (DoN) with senior leadership.
Center for Executive Education
(Monterey, CA; Naval Postgraduate School, 2025) Center for Executive Education (CEE)
Culture Change and Modernizing Navy Logistics
(Monterey, CA; Naval Postgraduate School, 2018-09-30) Higgins, Susan; Gallenson, Ann; Naval Research Program (NRP); Graduate School of Operational and Information Sciences (GSOIS); Center for Executive Education (CEE); Information Sciences (IS)
Project Summary: This project considers how to accelerate culture change within Navy logistics organizations in step with the continuing modernization efforts. Our findings integrate previous culture change research with updated reviews of literature, discussions with logistics leaders and key stakeholders. Additionally, we are designing the capacity for extending the socialization of modernization concepts through "design sprints" that enable us to gather inputs from a diverse population of key stakeholders and outputs from personnel within the logistics community. The final report includes the capacity designed and the results of early events. As the Navy Logistics community reforms and modernizes its technologies, processes, and organizations; leaders recognize that change is dependent not on their actions alone but on the organizational culture, which can enhance or impede adoption. Culture arises as a shared understanding of current and future pressures. It changes by adapting to external and internal forces (Schein, 1985). Initially, people often resist change. The Navy's bureaucratic systems are designed for stability, not agility; reliability rather than responsiveness. By increasing the agility of its organizations and leaders, the logistics community will be able to better respond to its customers, naval and joint warfighters, who operate in turbulent environments across a spectrum of combat to humanitarian missions. The ultimate goal is to increase the lethality of naval and joint warfighters.
Implementing the DoN 30 Year R&D Plan
(Monterey, CA; Naval Postgraduate School, 2018-09-30) Higgins, Susan; Brutzman, Don; Gallenson, Ann; Law, Rebecca; Thomas, Gail; Naval Research Program (NRP); Graduate School of Operational and Information Sciences (GSOIS); Center for Executive Education (CEE); Graduate School of Business & Public Policy (GSBPP)
Project Summary: Navy leaders are concerned about the impact of accelerating rates of change on the Navy's effectiveness. They want to foster a culture of learning, collaboration, and innovation to increase lethality. The Department of Navy's (DoN) Thirty Year R&D Plan proposes a strategy to increase our technological advantage & maritime superiority in an increasingly dynamic security environment. The Naval Research and Development (R&D) Enterprise (NRDE) is integral to expanding the Navy's technical capability and assuring military advantages now and in the future. We hypothesize that optimally positioned communities of interest (COIs) can act as a driving force in accelerating organizational culture change. We explored enabling factors to produce collaboration-based culture change and provided recommendations to improve the implementation of the R&D Plan. We developed practices to catalyze COI efforts to implement the R&D Plan as we explored ways leaders can implement a long-term strategy by fomenting and sustaining organizational culture change. We focused on discovery, discussion, fostering collaboration, and building connections across naval institutions. We concluded that changing culture requires aligning aspects of an organization to create an internal environment conducive to the desired changes. Leaders need to communicate the desired change and model the behaviors they want to instill. Creating a cross-organizational community requires cultivating opportunities that build interest, participation, and reward engagement in order to attract and retain participants. Communication platforms, forums, and educational opportunities need to be available to the COI. Informal systems require compatible rewards, often intrinsic, that enable people to be active participants who can promote and take pride in the desired changes.
Building Collaborative Capacity for Governance Reform
(Monterey, CA; Naval Postgraduate School, 2012-07) Thomas, Gail Fann; Center for Executive Education (CEE); Graduate School of Business & Public Policy (GSBPP)