Fast‐changing technologies and demanding customer requirements in maturing markets have paved the way for constant transformation of business models as a way to create value and grow. In this context, digital technologies are increasingly important (De Propris, 2016), as they enable upgrading of manufacturing activities and facilitate devel‐ opment of integrated product/service solutions (Baines et al., 2017; Bustinza, Vendrell‐Herrero, & Baines, 2017a). To date, however, very few empirical studies have systematically investigated the organiza‐ tional change processes involved in development of new integrated product/service business models. Such integrated solutions in the digital domain are a symbiosis of smart products (Porter & Heppelman, 2014), digitization of sup‐ ply (Coreynen et al., 2016), and advanced services including software and censors (Baines & Lightfoot, 2013), in a process known as digital servitization (Vendrell‐Herrero, Bustinza, Parry, & Georgantzis, 2017). Digital servitization includes different technology‐enabled business models that enable firms to achieve a competitive advantage by pro‐ viding customer knowledge‐based digital services during the entire product life cycle. Reconfiguration of business models requires an organizational effort for continuous adaptation to the market’s environmental conditions. In this context, manufacturing firms integrate products and digital services in digitally enabled integrated solutions based on a better understanding of customers’ needs (Windahl, Andersson, Berggren, & Nehler, 2004) enabled by digital technologies (Mar‐ tinez, Bastl, Kingston, & Evans, 2010). Such customer‐oriented business models affect the entire value chain (Bustinza, Parry, & Vendrell‐Herrero, 2013) and are conducive to subsequent pro‐ cesses of organizational change (Vendrell‐Herrero, Parry, Bustinza, & O’Regan, 2014). Organizational change is a challenge for firms that are forced to reconfigure their strategic business units to integrate service into the production system while sustaining competitive advan‐ tage (Bustinza, Bigdeli, Baines, & Elliot, 2015). Current debates on servitization (Einola, Rabetino, & Luoto, 2016) indicate that com‐ panies that have initiated their transition to provision of digital integrated solutions face organizational tensions, mostly because they lack internal capabilities. In this article, we argue that effec‐ tive service implementation is linked to critical organizational capabilities, especially those responsible for successful organiza‐ tional change. To this end, our study contributes to the existing body of knowledge by developing and testing a comprehensive framework for organizational change that takes into account both firms’ resources and competencies (Helfat & Peteraf, 2003; Wer‐ nerfelt, 1984), and their strategic agility (Webber & Tarba, 2014). An important contribution of this framework is its inclusion of commitment as the glue that facilitates the transformational pro‐ cess that enhances value creation. The context of analysis is Veneto. One of the most economically vigorous (NUTS 2) regions in Italy, Veneto, has a long‐standing tradi‐ tion in manufacturing (Unioncamere Veneto, 2016). It provides an important context because it grants us access to a large number of firms implementing cutting‐edge business models in dynamic envi‐ ronments. The study is based on primary data; our industry partner, the Veneto Chamber of Commerce, surveyed 736 manufacturers, one third of which offer digitally enabled integrated solutions. Our survey data also provide information on whether these firms employ external service providers to integrate digital services into their product offerings.