The buzz around servitization manufacturing transformation continues to grow louder in 2026, but here’s what I’m seeing from the plant floor: companies that try to leap ahead in their service transformation journey often stumble. Today’s analysis from IIoT World reinforces something I’ve witnessed firsthand across dozens of implementations.
The Reality of Servitization Maturity
The four-stage servitization maturity model isn’t just academic theory—it’s a practical roadmap that reflects real organizational constraints. What strikes me most about today’s discussion is how it emphasizes the interplay between technology infrastructure, process maturity, and organizational readiness. You simply can’t bolt advanced predictive maintenance services onto a facility that’s still struggling with basic data collection.
I’ve watched manufacturers try to jump from reactive maintenance straight to outcome-based service contracts, bypassing the critical foundation-building phases. It’s like trying to implement advanced process optimization before your SCADA system can reliably capture production data. The technology might be available, but the organizational muscle memory isn’t there yet.
This step-by-step progression makes perfect sense when you consider the skills gap we’re facing. Your maintenance team needs time to develop comfort with condition monitoring before they can effectively manage predictive analytics. Your operations folks need to master basic IoT data interpretation before they can handle complex service level agreements with customers.
Technology as the Enabler, Not the Solution
What resonates with me is how the servitization manufacturing transformation discussion positions technology as an enabler rather than the complete solution. We’ve got incredible tools available—advanced sensors, edge computing, AI-driven analytics—but successful servitization depends on having the right processes and people in place to leverage them effectively.
The companies I see succeeding are those that invest heavily in change management and skills development alongside their technology upgrades. They’re building internal capabilities methodically, ensuring each stage of maturity is truly embedded before moving forward.
What’s particularly interesting is how this patient approach often leads to better customer outcomes too. When manufacturers have genuinely mastered each stage, they can offer more reliable, more valuable services to their own customers.
Are you seeing similar patterns in your own transformation journey? I’m curious whether the pressure to move fast is causing more organizations to skip crucial foundation-building steps.