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.
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.
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.