GE Vernova
The energy to change the world
The world’s greatest inventors, taking on the world’s greatest challenge
In November of 2021, GE announced plans to split up its portfolio of healthcare, energy, and aviation businesses into three separate, industry-focused companies — leaving behind its long-held corporate conglomerate structure in favor of a more flexible, focused approach.
Unlike its singular healthcare and aviation counterparts, GE’s 12 energy businesses acted independently and competed for talent, revenue, and distinction. For the very first time, these siloed organizations needed to unite around a singular company and ambition: to deliver affordable, reliable, and sustainable power to everyone, everywhere.
A shared, empirical brand architecture approach determined “GE” should be retained in the new name, paired with an industry-appropriate descriptor. Then we met incoming CEO Scott Strazik. “If we want our energy future to be different,” he said, “then we must be different.” Strazik continued: “Climate change is real. The science is clear. And make no mistake: the world needs to move further faster.” This energy, this conviction, set the course for our work — and proves to CXOs that leadership begins with your living business assets.
A powerful force for good, united by a single purpose
GE electrified the world during the first energy revolution. But resting on those laurels had to stop, and fast: burning forests and melting ice caps were just two of the catalysts for rallying these businesses to lead the clean energy transition. This problem-turned-opportunity statement charted a course for the business’ Ambition to lead the way to a new era of affordable, reliable, and sustainable energy. This measurable five-year goal created focus and drove action toward “the energy to change the world” — the evergreen purpose and rallying cry guiding all Vernovians as they work to decarbonize modern life.
Translating this strategy to design became clear following focus groups with line-level employees. “I wish we were braver”, a turbine machinist from Greenville, South Carolina told us. “I want to get out and shout and tell people what we’re up to.” To achieve their Ambition, this business had to think and act as a Vanguard of Change — a new behavioral mindset driving all new services, communications, and experiences. Making that happen meant being All In, or having the courage to take a stand and disrupt an industry.
This sensorial strategy translation drove all creative choices: a wide and capitalized logo typeface to convey movement and bravery; a bold, determined, and motivational tone of voice; a color palette inspired by nature, with an “urgency green” accent to highlight information; and a photography style that showcases the Vernovians behind the energy, and the places they’re working to power and protect. “Addressing the climate crisis is an urgent global priority, and we take our responsibility seriously,” adds Strazik. “That is our singular mission. And together, we have the energy to change the world”.
A brand built from a clear purpose
GE Vernova has a clear mandate to deliver an energy transition that powers the future and protects the planet. That position was revealed via an exclusive interview with The Wall Street Journal — the news quickly became the top trending topic on Business Wire — followed by over 350 articles in marquee outlets like Reuters, Bloomberg, and CNBC. A live employee reveal saw the largest assembled audience in GE memory, with 36,000 healthcare, energy, and aviation peeps viewing their respective announcements at over 30 global sites, including live broadcasts from Boston, Schenectady, Oslo, and Farnborough. Immediately following the event, training materials, CEO newsletters, and migration plans were released to ensure every employee understood and committed to the brand.
The new strategy and identity immediately attracted customers and analysts. In just the first quarter of 2024, GE Vernova has advanced the UK’s transition to net-zero with one of the world’s first carbon capture projects; they’ve been commissioned to install turbines within Japan’s first onshore wind center; they’ve partnered with Montana Technologies to manufacture atmospheric water harvesting products; and they’ve unveiled AI-based software to advance industrial sustainability and operations goals. Following the brand’s pre-spin investor day, JPMorgan Chase upgraded the company to overweight, boosting its price target by $14 to $180 for its initial trading day. “The energy transition is the next investment supercycle, and we have a crucial leadership role to play,” says Strazik. “Our strategic imperative is to electrify and decarbonize the world while conserving the planet’s resources. And we’re ‘all in’ on that.”
