Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results?

It’s challenging, yet possible. And GE Aerospace, with CEO Larry Culp at the helm, is leading the way. 

I invited Phil Wickler, Chief Transformation Officer, back to discuss the enterprise-wide shift toward lean at GE Aerospace.

We explore what it takes to build a lean management system across a global company of 50,000+ people and how GE Aerospace is embedding problem-solving thinking, leadership behavior, and capability building into every layer of the organization as the strategic approach to getting business results.

Discover the difference between “doing” lean and “being” lean and what it takes to shift from operational leadership and “being the expert” to transformational influence and building capability across the organization.

If you’re an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, don’t miss this episode!

YOU’LL LEARN:

• How to strengthen the positioning of internal change teams and continuous improvement efforts—with and without executive support
• Why real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impact
• How GE Aerospace is overcoming GE’s Six Sigma historic approach to improvement and leaders’ long-standing misconceptions about lean 
• The purpose and elements of GE Aerospace’s proprietary FLIGHT DECK lean operating system and how it’s aligning lean fundamentals and behaviors across the organization
• Why shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation success

ABOUT MY GUEST:

Phil Wickler is a Chief Transformation Officer at GE Aerospace where he has enterprise responsibility for EHS, Quality, Lean Operations, Sustainability and Transformation. Phil joined GE in 1995. He progressed through several operations roles, including Six Sigma Black Belt in assembly and component manufacturing, and as a facility manager. Then most recently, the Vice President of Supply Chain at GE, leading global manufacturing and supply chain operations.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/46
• Connect with Phil Wickler: linkedin.com/in/philip-wickler
• Check my website: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Learn more about lessons from Toyota Leader, Isao Yoshino: Learning to Lead, Leading to Learn  

TIMESTAMPS FOR THIS EPISODE:

01:54 Phil’s career journey to Chief Transformation Officer

04:28 Steps to lead culture change and build a thriving lean enterprise

07:23 Common leadership misconceptions

09:13 Helping leaders go to gemba with humility
12:14 Setting up hoshin kanri up for success

14:25 Importance of reflection for continuous improvement

16:41 Narrowing down objectives vs. working on everything at once

20:18 Moving from an operational leader to a transformational change leader

22:04 How centralized and decentralized lean teams support enterprise culture change

25:15 Integrating communications and HR functions in transformation & talent development

26:18 GE Aerospace’s proprietary lean management system – FLIGHT DECK

28:12 Mindset shifts that shaped Phil’s leadership

31:00 Measuring cultural change through lean and FLIGHT DECK

34:57 Starting with the basics is critical in leading change

37:55 Real-world example of progress at site level

39:21 How to strengthen the positioning of lean/Operational Excellence in your organization

41:55 One element that accelerated GE Aerospace’s transformation

42:31 How to get started/ bring senior leaders on board