Recently, digital innovations such as artificial intelligence, the cloud, big data, and IoT have been accelerating, breaking the boundaries of existing industries and rapidly changing business models. This is because the ability to utilize digital technology is a core competency to secure competitive advantage. The world-renowned traditional manufacturer, General Electric Company (GE), is transforming itself into a software company through digital technology. In this paper, we tried to analyze GE deeply, which is using the technology of the Fourth Industrial Revolution. GE has implemented Predix, the industrial Internet of things (IIoT) operating system, and reorganized the existing Six-Sigma initiative to create a new product development method called ‘Fastworks’, and ‘organizational culture for digital innovation’. To sum up, we will look at GE, which has been transforming quickly and flexibly in the era of the Fourth Industrial Revolution, and find strategic implications in terms of professional managers. Is GE‘s choice right? How should other similar companies be changed? In particular, the Fourth Industrial Revolution is both an opportunity and a threat, and how should the minds and strategies of professional managers be pursued? Conclusions and implications included such discussion.