Jeffrey R. Immelt, outgoing C.E.O. and Chairman of GE, writes about how he remade GE and shares some of his insights on the transformation of the classic conglomerate. Immelt says that there were five key steps to the transformation, which included: focusing on core businesses, reestablishing GE’s technological credentials, going global, becoming a major player in productivity-related technologies, and, simplifying the running of GE. The transformations were aimed at giving customers value while ensuring the core businesses became more global, leaner, faster, placing them at the forefront of the digital era. Immelt says that discipline is fundamental for a leader – all businesses have to fit with one another. He appointed John Rice to head the G.G.O. (Global Growth Organization) to broaden GEs local market presence internationally. Immelt is of the opinion that any C.E.O. should have a “soak period” to contemplate developments so as to avoid acting in haste. He says that in order to achieve transformation, management should be made to understand that change is existential and, that commitment to transformation has to be 100% or nothing; also, resilience and as well as a thick skin are required for the job as transformation requires time, which nearly always attracts criticism. According to Immelt, learning to pivot after receiving new information is important as no strategy will be perfect from the outset. He stated that diverging from hiring from within the GE corporate structure was key to making the company highly adaptable – embracing new types of talent helped him transform GE. As Immelt contemplates leaving GE, he says that the advantages of all the transformations will not be reaped for years and, despite all the criticism he has received, feels that the company is ready to face the challenges of the 21st century and flourish in the digital age.