The plan, loaded.

Working group: Kyle (GE) · Nat (GE) · Shiraz Amod · Ishan Joshi · Mick van Lingen · Chio Verastegui · Lauren Hammacher · Glen Maisey

1. 1.1

   Everyone at Quantium uses AI to do their job better, every day, with the best enterprise-wide tools.

   GE Rohan Dixit · exec Lauren Hammacher

   Measured by

   • Daily active usage — % of employees using approved tools daily, by job family and tool (tools to be defined, JV treatment to be defined)partly trackedDaily
   • % of people at each tool-proficiency-framework level (framework to be defined)not trackedBiannual (2x a year), via performance review

   Dated

   • Set up team and finalise resourcing — stand up the team and confirm resourcing for Pillar 1 deliveryTeam set up and resourcing confirmed · Jul 2026
   • Develop an AI technology strategy — principles, approach, decision rights, vendor relationship philosophy and cost-management approach, including JV-specific standardsDraft AI technology strategy (light-form version, in parallel to Anthropic negotiations) · Sep 2026 · then AI technology strategy signed off (requires exec / GE input) · Dec 2026
   • Implement AI tool governance — evaluation, approval, role-to-tool mapping, JV-specific standards, licensing and cost management, decommissioningLifecycle accountability confirmed · Sep 2026 · then BAU tooling governance process in place · Dec 2026
   • Develop an AI tool proficiency framework — define the levels of tool proficiency (e.g. model routing, cost-aware practice) that underpin the depth KPIDraft framework for prioritised tools (supports deep, effective usage; surfaces with AI cost-usage transition and good-practice guidance) · Sep 2026 · then Live, evolving framework accessible to most of the team, with continuous improvement · Dec 2026
   • Establish usage tracking across all approved AI tools — close instrumentation gaps so usage tracking is live across the approved setAI cost-usage reporting live, tied to the AI token-usage transition happening now (JV out of scope for this milestone) · Sep 2026
2. 1.2

   Every team has reimagined how we do our work and built the capability to keep doing so. Productivity is visible at function and enterprise level.

   GE Nat · exec Kim Bracke

   Measured by

   • Productivity index vs FY26 baseline — revenue per FTE for revenue-generating teams; cost as a % of group revenue for cost centresnot trackedQuarterly
   • % of priority workflows reimagined vs targetnot trackedQuarterly
   • FTE-equivalent hours freed through reimagined workflows and redeployed to revenue-generating or strategic work, per quarternot trackedQuarterly

   Dated

   • Set up the internal transformation squadAll squad roles in place · Mid-Jul 2026
   • Phase 0 — Discover — AI maps existing workflows, surfaces what's already been built, and estimates where time and cost actually sit, so workshops start from a known landscape rather than discovering it liveWorkflows mapped by capability group; workshop stimulus material drafted · Jul 2026
   • Phase 1 — Reimagine — cross-functional workshops run, mapping highest-value workflows and triaging each into one of five outcomes: eliminate, process/behaviour/systems fix, quick fix, agent build candidate, or sequence laterAgent build candidates nominated, one per capability group; biggest-bang-for-buck candidate identified · Jul–Aug 2026
   • GE sign-off on the agent build candidate — the candidates nominated are presented to the GE for selection on technical readiness, organisational readiness, and impactOne agent build candidate selected and signed off by the GE · Aug 2026
   • Phase 2a — Build — a ring-fenced, independent engineering squad builds and runs the selected agent in production, in short agile cycles, while also reimagining how the engineers and platform builders capability group itself worksFirst production-grade agent live, doing real work for our own teams · Dec 2026
   • Second build candidate selected and in buildDec 2026 ·
   • Phase 2b — Improve — quick fixes and workflow improvements surfaced in Phase 1 are built by the SME closest to the work, piloted with their own team first, then released enterprise-wide through the existing enterprise skills governance processAt least one measured, before/after improvement shipped per capability group · Dec 2026
   • Run the monthly scorecard forum — nominated executives present what changed for the team, value created, adoption, and learnings against the four scorecard dimensions, connecting day-to-day capability-group work to the program KPIsFirst scorecard forum run as a working session in Jul–Aug 2026; monthly cadence established from Sep 2026 · Jul–Aug 2026, ongoing
3. 1.3

   Teams capture approaches and lessons from every piece of work, and these update the standards the next project starts with. Knowledge compounds across teams.

   GE Brian Hartzer Nat · exec Alix Duncan

   Measured by

   • % of projects completed after 1 July July 2026 that have an entrynot trackedQuarterly
   • Number of weekly users of the knowledge base, directly or via agentsnot trackedWeekly

   Dated

   • Establish build teamEstablish a team to develop the approach — owning how knowledge capture is done across the businessStand up build team aligned with EC.2Team established and process owner in place · Aug 2026Missing
   • Define the case study inventoryComplete list of everything we want to know about a client project, ranging from technical delivery details to outcomes for the client · Aug 2026
   • Build and pilot the detection and case study (capture) agentsDevelop a process for how knowledge will be captured — post-project/sprint completion, covering both process and technologyCapture agent built that ingests Kantata and SharePoint data to draft case studies of completed projects. Pilot scope is projects completed in the last 6 months for AICS and Financial Services (dependent on viability assessment from the engineering team)Capture process (process and technology) defined · Sep–Nov 2026Missing
   • Establish verification processTwo-tier verification process defined and tested against the pilot sample (project-owner review, then a lighter central check) · Oct–Nov 2026
   • Develop AI transformation BD"Quinn” Project context digital brainmemorysee C.2 · Oct–Nov 2026
   • Make contribution and maintenance an executive KPI – for executives in their areasExecutive KPI defined and in place · Nov 2026
   • Set up infrastructure for tracking — the systems needed to track capture and reuseTracking infrastructure in place · Missing
   • Make contribution and maintenance an executive KPI — for executives in their areasExecutive KPI defined and in place · Missing
4. 1.4

   Small, cross-functional delivery teams form fast around outcomes. They experiment, fail cheaply, and ship in days not months.

   GE Nat · exec Kim Bracke

   Measured by

   • % of new delivery teams formed using the new method — delivery teams include client and product teamsnot trackedQuarterly
   • Average size of delivery teams — tracked as a trend over time, not a fixed targetnot trackedQuarterly
   • Our people's experience of the new delivery-team model — one question added to the September 2026 listening survey (measure TBD)not trackedHalf-yearly
   • To confirm. The our-people-experience KPI (KPI 3) will be measured via the September 2026 listening survey. Question design and survey placement to be confirmed with the survey owner before the survey opens — likely by end of July 2026.tracked

   Dated

   • Define what a team is — a written standard covering team types (client engagement and product teams), composition, formation, lifecycle, accountability, and how the coach relationship is held alongside the team; co-designed with delivery leads from at least two verticals and the engineering T&D leadTeam definition confirmed by Kyle and Natalie Diagnostic of current team-formation patterns across at least three verticals precedes drafting · Jul 2026
   • Explore team patterns across different types of work — compare how teams form and operate across client engagement, product, and platform work, to identify which patterns are working well and where they genuinely differPatterns documented across at least three verticals · Aug 2026
   • Work with delivery leads to embed success patterns — partner directly with delivery leads across at least three verticals to test how the identified team patterns can be embedded in their existing teams, without standing up a dedicated team for the purposeDelivery leads in at least three verticals actively embedding identified patterns in their teams · Sep 2026
   • Assess embedding and refine the definition — synthesise what worked across the delivery leads' teams, and update the team definition where real-world embedding exposed gapsRevised standard confirmed and made available for use across the business · Nov 2026
   • Establish the KPI baseline and report quarterly — confirm the September listening survey question with the survey owner, establish KPI 1 and 2 baselines from delivery-lead engagement and the current-state diagnostic, and report all three KPIs to the GE quarterly from this pointSeptember 2026 listening survey live with the new question; KPIs 1–3 baselined and reported to the GE · Sep 2026
   • To confirm. The delivery leads to partner with for early pattern embedding need to be identified in the first few weeks, prioritising leads with genuine cross-vertical scope. ·