The Digital Servitization Exchange Podcast

Heiko Gebauer
  • 0.0 (0)
  • ARTS

Connecting research and practice in the transformation from products to digital services.The Digital Servitization Exchange Podast explores how manufacturers create and capture value through services and software. Designed for both researchers and practitioners, the podcast brings together academic insight and industry experience to unpack the concepts, challenges, and opportunities driving digital servitization. Each episode delves into themes such as service innovations, subscription models, industrial IoT, digital platform ecosystems, and organizational transformation. Rather than focusing on individual voices, the podcast emphasizes relevant topics that matter across domains — offering evidence-based perspectives for academics and actionable ideas for business professionals. By bridging theory and practice, The Digital Servitization Exchange Podcast provides a space where learning flows both ways: from research to real-world implementation, and from practice back to research.Ideal for: academics, doctoral researchers, industrial leaders, digital transformation managers, service strategists, and anyone shaping the future of digitally enabled services.

  1. #32 Ericsson’s Evolution: Competing Through Software, Services, and Platforms

    MAR 4

    #32 Ericsson’s Evolution: Competing Through Software, Services, and Platforms

    Description: How does a 150-year-old telecommunications company stay competitive in the age of 5G, cloud computing, AI, and platform ecosystems? In this episode, we explore the Ericsson case and examine how the company transformed from a traditional network equipment supplier into a software- and services-driven technology leader. We discuss Ericsson’s strategic pivot toward cloud-native infrastructure, AI-enabled network automation, enterprise 5G solutions, and global network APIs. The episode analyzes major moves such as the Vonage and Cradlepoint acquisitions, partnerships with AWS, Microsoft, and Google Cloud, and the creation of the Aduna network API marketplace. Drawing on recent financial performance and competitive dynamics, we examine how Ericsson uses services, software, and ecosystem collaboration to build sustainable competitive advantages in a highly volatile and geopolitically complex industry. This case provides key insights into digital transformation, platform strategy, and long-term value creation in the telecommunications sector. Key Words: Ericsson, 5G, Telecom Strategy, Digital Transformation, Network APIs, Cloud-Native Infrastructure, AI in Networks, Platform Business Model, Managed Services, Enterprise 5G, Vonage, Strategic Partnerships, Competitive Advantage

    6 min
  2. #31 From Switchgear to Software: Schneider Electric’s Digital Reinvention

    FEB 26

    #31 From Switchgear to Software: Schneider Electric’s Digital Reinvention

    Description: How does a traditional electrical equipment manufacturer become a global digital services powerhouse? In this episode, we explore how Schneider Electric transformed from a hardware-driven industrial firm into a leader in software, IoT platforms, and recurring digital services between 2005 and 2025. Through bold acquisitions such as Telvent, Invensys, AVEVA, and RIB Software, the company built deep software capabilities and reshaped its business model around connected products, analytics, and lifecycle services. We unpack the rise of the EcoStruxure platform, the shift toward subscription-based revenue, and how Schneider’s “digital flywheel” now drives more than half of its business. This case reveals how strategic M&A, platform thinking, and a focus on sustainability can turn industrial hardware into a scalable digital ecosystem. Key Words: Schneider Electric, Digital Transformation, Servitization, EcoStruxure, Industrial IoT, Platform Strategy, Software Acquisitions, Recurring Revenue, Digital Flywheel, Energy Management, Industrial Automation, Sustainability Strategy

    18 min
  3. #30 Acquiring Service Growth: How Atlas Copco Became a Service Leader Through M&A

    FEB 26

    #30 Acquiring Service Growth: How Atlas Copco Became a Service Leader Through M&A

    Description How do strategic acquisitions turn an industrial manufacturer into a global service leader? In this episode, we examine how Atlas Copco transformed its business model between 2005 and 2025 by systematically acquiring distributors, service specialists, rental businesses, and technology firms to expand its installed base and recurring revenues  From early moves to strengthen aftermarket capabilities to major deals in vacuum technology and specialty rental, Atlas Copco used bolt-on acquisitions as a deliberate engine for service growth. By integrating these companies into dedicated service divisions and leveraging digital platforms like SmartLink, the firm increased service revenues to nearly 40% of total sales by 2025. This case reveals how disciplined M&A, combined with customer intimacy and digitalization, can power long-term servitization in industrial markets. Key Words: Atlas Copco, Mergers and Acquisitions, Servitization Strategy, Aftermarket Growth, Installed Base Expansion, SmartLink, Specialty Rental, Industrial Services, Bolt-on Acquisitions, Recurring Revenue, Digital Transformation, Service Leadership

    7 min
  4. #29 Reinvention of Sony: From Walkman to Worldwide Streaming.

    FEB 26

    #29 Reinvention of Sony: From Walkman to Worldwide Streaming.

    Description: How did Sony transform from a legendary electronics manufacturer into one of the world’s most powerful connected entertainment ecosystems? In this episode, we explore Sony’s 25-year strategic evolution—from its dominance in consumer electronics and the iconic Walkman era to becoming a global leader in gaming, music, film, and subscription-driven digital services. . We unpack the company’s dramatic journey across four major divisions: The rise of PlayStation from hardware powerhouse to platform ecosystemThe reinvention of Sony Music in the streaming eraSony Pictures’ pivot to content partnerships and franchise strategyThe expansion of digital networks and recurring revenue modelsWe discuss: Why Sony lost the digital music race to Apple—and what it learnedHow PlayStation Plus became a subscription engineThe strategic importance of acquisitions like EMI Music Publishing, Gaikai, Crunchyroll, and Bungie Sony’s Journey from Electronics…Why Sony chose partnership over platform wars in the streaming eraHow games, music, and movies grew from 30% to ~60% of company revenue Whether you're interested in digital transformation, servitization, platform strategy, or corporate reinvention, Sony’s journey offers powerful lessons in leadership, execution, and organizational learning. Keywords: Sony Group Corporation, Digital Servitization, Entertainment Ecosystem, Platform Strategy, PlayStation Network, PlayStation Plus, Sony Music Streaming, Sony Pictures Strategy, Crunchyroll Acquisition, Bungie Acquisition, Subscription Business Models, IP Monetization, One Sony Strategy, Corporate Transformation, Organizational Learning, Digital Pivot, Gaming Industry Strategy, Streaming Economy, Content Ownership, Cross-Divisional Synergies

    21 min
  5. #20 Battery as a Service — How NIO Is Reinventing Electric Vehicle Ownership

    JAN 27

    #20 Battery as a Service — How NIO Is Reinventing Electric Vehicle Ownership

    Description In this episode, we examine how NIO has redefined electric mobility through its pioneering Battery-as-a-Service (BaaS) model. Instead of selling cars with batteries built in, NIO separates the battery from the vehicle purchase—allowing customers to buy the car at a lower upfront price and subscribe to battery access, upgrades, and rapid swapping as a service. We explore how BaaS addresses some of the biggest barriers to EV adoption: high upfront costs, range anxiety, battery degradation, and fast-changing battery technology. With a nationwide network of automated battery swap stations, NIO enables drivers to “refuel” in minutes, upgrade to newer batteries over time, and avoid long-term ownership risk. The episode also highlights how BaaS creates recurring revenue for NIO, strengthens customer lock-in, and positions the company as both an automaker and an energy service provider. Beyond convenience, we discuss the sustainability and circular economy implications of BaaS—from centralized battery lifecycle management and second-life use to improved recycling and grid integration. This is a compelling case of how servitization and platform thinking are reshaping the future of the automotive and energy industries. Key words Battery-as-a-Service (BaaS), Electric Mobility, Servitization, Circular Economy, and Subscription-Based Innovation

    14 min

  6. JAN 27

    #28 From Copiers to Services: Xerox’s Long Road to Services

    Description For decades, Xerox was synonymous with copiers and printers. But faced with digital disruption and declining print volumes, Xerox embarked on a long and often turbulent journey to reinvent itself as a services-led company. In this episode, we trace Xerox’s transformation from the mid-2000s to today. We examine the bold pivot into business process outsourcing through the landmark acquisition of ACS, the rapid rise of services to more than half of total revenue, and the hard lessons that followed—culminating in the 2017 spin-off of Conduent. We then explore Xerox’s post-split refocus: cost transformation under Project Own It, the expansion of managed print and IT services, digital workflow platforms, augmented-reality support with CareAR, and the reinvention of Xerox Financial Services. The episode highlights why servitization at scale is rarely linear. Xerox’s story shows both the power and the limits of services as a growth strategy—and why focus, execution, and alignment with core capabilities ultimately matter more than size. It’s a candid case of servitization as reinvention, correction, and renewal. Key words Xerox, Digital Servitization, Service Transformation, Business Process Outsourcing (BPO), Managed Print Services, IT Services, Recurring Revenue, Organizational Transformation, Corporate Reinvention

    14 min
  7. #27 From Networks to Recurring Value: Cisco’s Service-Led Transformation

    JAN 27

    #27 From Networks to Recurring Value: Cisco’s Service-Led Transformation

    Description Cisco Systems is best known for building the infrastructure of the internet. But since 2010, Cisco has been quietly reinventing itself—from a hardware-driven networking giant into a company powered by services, software, and recurring revenue. In this episode, we unpack how Cisco turned its traditional support business into a strategic growth engine. We trace the evolution from classic maintenance services like SMARTnet to analytics-driven “smart services,” software subscriptions, customer success models, and ultimately networking-as-a-service under the Cisco+ initiative. Along the way, we examine how offerings such as Meraki, Webex, ThousandEyes, Cisco ONE, and subscription-based licensing fundamentally changed how Cisco creates and captures value. The episode shows why services became central to Cisco’s financial stability, how recurring revenue reshaped its operating model, and what this transformation reveals about digital servitization in technology-intensive industries. Cisco’s journey highlights a key lesson: servitization succeeds when services are embedded into the product, the business model, and the customer lifecycle—not added on afterward. Key words Cisco Systems, Digital Servitization, Service Strategy, Recurring Revenue, Subscription Models, Software-Defined Networking, Customer Experience (CX), Networking-as-a-Service, Enterprise Technology

    19 min
  8. #26 Reinventing IBM: From Hardware Giant to Services and Software Leader

    JAN 27

    #26 Reinventing IBM: From Hardware Giant to Services and Software Leader

    Description For much of the 20th century, IBM defined the computer industry through hardware—from mainframes to personal computers. But beginning in the mid-2000s, IBM made a series of deliberate, often painful strategic choices to reinvent itself for a very different future. In this episode, we trace IBM’s transformation from 2005 to 2025 as it exited commoditized hardware businesses and rebuilt itself around consulting, software, hybrid cloud, and artificial intelligence. We examine pivotal moments such as the sale of the PC business, the rise of IBM Global Services, the “Smarter Planet” vision, the bet on Watson and AI, the landmark acquisition of Red Hat, and the 2021 spin-off of Kyndryl. The episode explores what IBM got right—and what it got wrong—highlighting how portfolio discipline, open-source strategy, and long-term client relationships helped IBM remain relevant despite revenue decline and intense competition from cloud hyperscalers. Ultimately, IBM’s story shows how transformation is not a single pivot, but a continuous process of shedding the past while building new sources of value. Key words IBM, Strategic Transformation, Services and Software, Consulting-Led Strategy, Hybrid Cloud, Artificial Intelligence, Red Hat, Watson, Corporate Reinvention, Enterprise Technology

    18 min
See All (32)

About

Connecting research and practice in the transformation from products to digital services.The Digital Servitization Exchange Podast explores how manufacturers create and capture value through services and software. Designed for both researchers and practitioners, the podcast brings together academic insight and industry experience to unpack the concepts, challenges, and opportunities driving digital servitization. Each episode delves into themes such as service innovations, subscription models, industrial IoT, digital platform ecosystems, and organizational transformation. Rather than focusing on individual voices, the podcast emphasizes relevant topics that matter across domains — offering evidence-based perspectives for academics and actionable ideas for business professionals. By bridging theory and practice, The Digital Servitization Exchange Podcast provides a space where learning flows both ways: from research to real-world implementation, and from practice back to research.Ideal for: academics, doctoral researchers, industrial leaders, digital transformation managers, service strategists, and anyone shaping the future of digitally enabled services.

Information