NEW YORK — Jeff Immelt has launched a Substack newsletter titled the Long View. The newsletter, which debuted in June 2026, aims to explore leadership, corporate strategy, and the practical application of emerging technologies like artificial intelligence.

Immelt, who stepped down as CEO of General Electric in 2017, said the idea for the newsletter grew out of reflections he developed while writing his memoir. “One of the things I learned when I did the book was to think about life in longhand, not bullet points. I take better notes. I think about things more fully.”

In the Long View, Immelt plans to examine how large organizations can adapt to technological change. He noted that major tech firms remain agile while many legacy companies struggle to “bet big at scale.” He also emphasized the need for detailed, on-the-ground perspectives on implementing artificial intelligence, asking, “What’s not being covered enough is: what does a company actually do to get the benefits of artificial intelligence? You need a more micro view.”

Immelt currently serves as a lecturer at Stanford University and as a venture partner at New Enterprise Associates. He said his teaching experience reinforced his belief that meaningful lessons often come from setbacks: “I taught at Stanford for seven years, and I would watch the students, and they learn from the shit, you know, they don’t learn from the good stuff, right?”

Although General Electric has since been split into three public companies—GE HealthCare Technologies, GE Vernova, and GE Aerospace—Immelt said he remains invested in the company’s future. “I’m completely past it. That did not come easily, by the way. And the second thing I’d say is, look, I own a lot of stock. I’ve kept my stock, I cheer for Larry, so I really have nothing other than wanting to support,” he said, referring to current leadership.

Immelt also cited urgent challenges in sectors like healthcare, noting, “Healthcare inflation this year is 12%. There’s a 500,000-nursing shortage. How could technology change that?” His broader goal, he said, is to be remembered not for titles or transactions, but for the impact he had on others: “If there’s a couple hundred CEOs and thousands of people who say, ‘I’m glad I worked with Jeff, he taught me, he helped me, he was there when I needed him’—that would make me really happy.”

No independent assessment of Jeff Immelt’s claims was available.