GenAI.mil<\/a>. More than 1.3 million service members and civilians use the platform every day.<\/p>\nEvery service and many defense agencies have adopted GenAI.mil and made it their preferred enterprisewide AI platform.<\/p>\n
Among the tools GenAI.mil provides are a conversational chat interface, the ability to upload files, the use of Retrieval Augmented Generation (RAG) for sourcing answers from provided documents, secure web grounding, deep research and it allows users to organize conversations with persistent chat histories.<\/p>\n
Five outcomes to measure<\/p>\n
But to get servicemembers and civilians to use the tool successfully and impact mission areas, Fanelli said it\u2019s more than just providing free training that is necessary. The Navy is trying to measure the impact of the AI tools and capabilities.<\/p>\n
In the memo, the DoN is running a structured challenge of AI uses cases to measure the impact of these tools. The memo lays out the goal of measuring five outcomes from the AI use cases. Fanelli said the common denominator across all five outcomes based metrics is time saved.<\/p>\n
\u201cAt a minimum, we should be getting something back. As it turns out, and as we suspected, for every use case, some are more fruitful, more impactful than others. So we just wanted to do that in the open and shared,\u201d Fanelli said. \u201cWe put that out, and we got 300 entries on the first day. We\u2019re in the many hundreds now, and we have, ultimately, a list or group of unleashed champions who are then collaborating within our dashboard and within the larger scoreboard. Here is the highest impact use case. Here\u2019s how we scale those as enterprise things that everyone can use, and we\u2019re going to raise that up at the institutional level next.\u201d<\/p>\n
The Navy\u2019s memo outlines the steps for mission and business areas to follow, including establish baselines without AI, track the performance like time-to-completion when using AI compared to not using AI, and evaluate the quality of the work. The Navy reminded users that time savings without quality maintenance isn\u2019t true efficiency.<\/p>\n
]]><\/p>\n
Fanelli said the Navy already is measuring the impact of the AI tools in millions of hours saved without losing any effectiveness just in the first few months of widespread use of AI tools.<\/p>\n
\u201cThese are well-known metrics already used in industry. These same metrics are used, in some cases, to evaluate technology,\u201d he said. \u201cBasically the idea of what are the outcomes for the effort that you are putting into the technology. Now we are just applying these same concepts to AI.\u201d<\/p>\n
Coast Guard leans into automation<\/p>\n
The Navy also is using gamification and hackathons as part of this effort, creating a collaboration room online to bring people together with similar interests.<\/p>\n
Fanelli said the Navy is teaming up with the Defense Innovation Unit on a structured challenge. The Marine Corps, for example, rolled out an innovation challenge asking marines at the edge to tee up highest impact activities that could benefit or are benefitting from AI and send them forward. The Marines also are giving bonuses for the ideas with the most impact.<\/p>\n
Fanelli said in the next few months, the DoN will roll out a scorecard to monitor progress of the use cases as a way to help them decide which ones are ready to expand to more users.<\/p>\n
What the Navy is doing isn\u2019t necessarily specific to the service and Fanelli said any organization can take a similar approach.<\/p>\n
The Navy already is sharing its initial lessons learned and approach with other agencies to demonstrate how they are collaborating and scaling AI tools.<\/p>\n
The Coast Guard is taking a similar approach that is based on those industry-accepted metrics, especially time saved.<\/p>\n
Brian Campo, the Coast Guard\u2019s chief data and AI officer, said at the Sea Air Space conference that the service set up a transformation office last year and developed an automation plan. He said after a few minor studies, they came up with a metric called \u201cminutes on mission.\u201d Now Campo said the Coast Guard has three related metrics.<\/p>\n
\u201cWe look at how quickly we can get that capability out. How quickly can we give an automation to somebody? We\u2019re thinking about how can we scale that out to more than one person or office so that\u2019s a second dimension. But the only one that we really care about is minutes on mission,\u201d he said. \u201cHow has that automation, or how has that function, or how has that transformation, how has that put that person closer to the mission? How has it created more opportunities for that person to be in the mission? And how has that function created more operational capability, things that we didn\u2019t even think about before?\u201d<\/p>\n
Campo added the Coast Guard estimates that between 30% and 50% of any one person\u2019s day is taken up by administrative tasks, and between 50% and 70% of those tasks can be automated.<\/p>\n
He said the administrative work is \u201cnot the reason why they joined the Coast Guard. It\u2019s not the thing that they\u2019re passionate about. We can take 15 to 20% of their day and put it back into minutes on mission,\u201d he said.<\/p>\n
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![\"\"](\"https:\/\/www.europesays.com\/ai\/wp-content\/uploads\/2026\/05\/justin-fanelli-sea-air-space-april-2026-1024x576.jpg\")
Justin Fanelli, the Navy\u2019s chief technology officer, speaking at the recent Sea, Air, Space conference.<\/p>\n