Enterprise Hoshin & Transformation Leader - Sustainable Productivity
Listed on 2026-10-04
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Management
Change Management, Operations Management
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.
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.
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.
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., SIOP) that demonstrate end-to-end value-stream impact and become the template for scaling.
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…
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