Enterprise Hoshin & Transformation Leader - Sustainable Productivity 2.0

GE Vernova•Schenectady, NY

7d•$232,000 - $319,000•Remote

About The Position

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.

Requirements

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.

Nice To Haves

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.

Responsibilities

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 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.
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.

Benefits

medical, dental, vision, and prescription drug coverage
access to Health Coach from GE Vernova, a 24/7 nurse-based resource
access to the Employee Assistance Program, providing 24/7 confidential assessment, counseling and referral services
GE Vernova Retirement Savings Plan, a tax-advantaged 401(k) savings opportunity with company matching contributions and company retirement contributions
access to Fidelity Executive Services
tuition assistance
adoption assistance
paid parental leave
disability benefits
life insurance
12 paid holidays
permissive time off
the Restoration Plan, a nonqualified plan with company credits on eligible pay above IRS limits