Enterprise Hoshin & Transformation Leader - Sustainable Productivity

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.

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

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.

• 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.

• 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.

• 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…