Our job as fleet commanders is to provide the United States with ready, forward-deployed naval forces. This takes concerted teamwork and many distinct partners working together toward a common goal. However, the organizations and rules responsible for developing readiness for deployable units have grown over time. The Navy originally built these entities to guide specific parts of the process but did not necessarily integrate them into the readiness production system as a whole.
Our current system is like a machine to which we just keep adding important and wanted items but without a cohesive strategy for an elegant, interwoven system. Considered on their own, the addition and growth of individual elements may be useful. But when ownership organizations do not see how their contribution fits into the whole and think their element is an end-state in itself, effective communication and execution are inhibited.