Enterprise Hoshin & Transformation Leader - Sustainable Productivity 2.0

Job Description Summary

• This is a hybrid executive role that fuses the discipline of an Enterprise Hoshin Leader (Project Team Leader) with the mandate of a Transformation Office Leader, singularly focused on scaling Sustainable Productivity 2.0 across GE Vernova Power. The leader is the enterprise architect and operator of the Hoshin Kanri system — converting the segment’s breakthrough objectives into synchronized, cross-functional project teams — while simultaneously running the Transformation Office that reimagines how value flows across the organization through an AI-first, value-stream lens.
• Sustainable Productivity 2.0 represents the shift from a by-function to a by-value-stream approach: pursuing productivity that cuts across multiple functions (Product Management, Commercial, Engineering, Sourcing, Manufacturing) and applying an AI-first approach to value objects to reimagine standard work. This leader owns that shift — moving the enterprise from ~9% year-over-year productivity toward the ~30% required to deliver the 2035 Hoshin, without ever compromising safety or quality.

Job Description

Strategic Context: The 2035 Enterprise Hoshin

Everything this role does ladders to four non-negotiable breakthrough objectives for 2035. The leader ensures every transformation project is explicitly connected to — and measured against — these outcomes. 2035 Breakthrough Objective

How This Role Advances It

Zero major safety events

Embeds safety-by-design into every reimagined process; ensures productivity gains never compromise EHS; frames each Hoshin project with a safety moment and Life-Saving Rules.

Zero major quality events

Links productivity to quality-at-source; ties NVA-hour reduction to First Pass Yield and zero-defect standard work so speed and quality move together.

50% lead-time reduction

Prioritizes cross-value-stream value objects and targets meaningful lead-time reduction as the clearest indicator of value creation (Bain 2.0 criterion).

30% cost-out

Scales sustainable productivity from ~9% YoY toward ~30% via the Value Object–Value Stream method and AI-first process re-imagination — productivity that is structural, not one-time cost-cutting.

Key Responsibilities

1. Enterprise Hoshin Leadership (Project Team Leader)

Own the Hoshin system: Own the enterprise Hoshin Kanri system — X-matrix, catchball, and TTI bowlers — cascading the 2035 breakthrough objectives into annual and quarterly Time-to-Improve (TTI) targets across all Business Lines and functions.

Lead the project teams: Charter, staff, and lead cross-functional Hoshin project teams; facilitate Hoshin Weeks, Kaizen events, and monthly TTI MORs, running deep dives when a TTI turns red or trends down.

Institutionalize sustainment: Establish the Say-Do ownership and Level-2 KPIs that sustain results after projects close, ensuring productivity is booked into budget and does not leak.

Drive One Team horizontality: Serve as the single connective tissue that prevents localized optimization and drives one standardized method across the enterprise.

2. Transformation Office Leadership (Sustainable Productivity 2.0)

Own the transformation agenda: Run the Transformation Office as the enterprise engine for Sustainable Productivity 2.0, expanding scope beyond FPC Engineering into R&D, OTR, Sourcing, GSC, Finance, HR, and Legal.

Shift to value streams: Move the enterprise from a by-function to a by-value-stream operating model, prioritizing value objects that cut across multiple value streams to unlock enterprise-wide (not local) impact.

Deploy the SP method: Apply the Value Object–Value Stream method (SIPOC, PQ/PR, 5-Star Build, standard hours per unit) to quantify NVA hours and convert them into productivity and lead-time gains.

Create lighthouses: Identify and stand up lighthouse processes (e.g., S&IOP) that demonstrate end-to-end value-stream impact and become the template for scaling.

3. AI-First Process Re-Imagination

Reimagine with AI: Lead the AI-first process redesign in partnership with IT and functional leaders, transitioning from reactive workflows to predictive, agentic AI-driven operations targeting 25–30%+ efficiency gains in target processes.

Sequence disciplined: Apply the “Eliminate, Standardize, Automate” playbook — in that order — standardizing and streamlining before automating and adding AI.

Scale AI capability: Deploy a Kaizen AI Ambassador network and embed agentic AI on standardized workflows to replace manual, repetitive touchpoints.

Leverage partners: Manage the external transformation partner (Bain) to inject benchmarking and accelerate the pace of reimagining the future.

4. Governance, Performance & Culture

Govern with data: Establish data-driven governance tracking the ROI of transformation initiatives — cost-out, lead-time reduction, quality, and NVA-hour productivity — with a compelling CEO/ELT narrative that proves capability-building, not just cost reduction.

Build consensus: Build coalitions across senior leadership with competing priorities, positioning transformation as competitive advantage rather than a cost exercise.

Shape the culture: Serve as chief architect of the enterprise Productivity Mindset, leading the cultural shift to a high-velocity, automated, outcome-oriented organization.

Success Criteria (First 24–36 Months)

Enterprise TTI bowlers on track: 100% of 2027 and 50% of 2028 productivity pipeline identified and connected to budget.

A credible roadmap from ~9% YoY toward ~30% productivity, evidenced by delivered lead-time reductions (e.g., 25–30% on NPI programs).

2–3 lighthouse value streams reimagined end-to-end with AI-first standard work and quantified NVA-hour savings.

Sustainable Productivity 2.0 scaled across all Business Lines and G&A functions with a single standardized method and governance cadence.

Zero safety and zero major quality regressions attributable to transformation — productivity and SQDC advancing together.

Qualifications

Required Experience & Skills

10–15+ years leading large-scale organizations and driving industrial or technical enterprise transformations in complex environments.

Demonstrated expertise in Lean methodologies, Hoshin Kanri planning, agile project management, and large-scale digital transformation.

Proven ability to manage large-scale productivity programs (lean manufacturing, Hoshin) and translate them into G&A / Corporate environments.

Proven ability to influence executive stakeholders without direct authority; exceptional communication translating complex technical shifts for non-technical audiences.

Desired Characteristics

Technical Fluency: deep understanding of AI-first operating models, agentic AI, ERP consolidation, and integrating automated workflows into legacy environments.

Systems Thinking: sees the interconnected nature of functions and minimizes departmental silos across value streams.

Process Excellence: deep command of process mapping, value-stream mapping, and continuous-improvement cycles.

Data Literacy: translates operational data (NVA hours, cycle time, FPY) into strategic insight for senior leadership.

Influence & Mindset: leads through change in high-pressure, “risk-on” segments with a strong bias for action and a track record of results in ambiguous, restructuring environments.

For candidates applying to a U.S. based position, the pay range for this position is between $232,000 and $319,000. The specific pay offered may be influenced by a variety of factors, including the candidate’s experience, education, and skill set.

Bonus eligibility: discretionary annual bonus

This posting is expected to remain open for at least seven days after it was posted on 10/1/26 .

Available benefits include medical, dental, vision, and prescription drug coverage; access to Health Coach from GE Vernova, a 24/7 nurse-based resource; and access to the Employee Assistance Program, providing 24/7 c