Strategic Transformation Driven by Digitalization and Servitization

Objective: To analyze the strategic transformation of organizations driven by digitalization and servitization within the context of Industry 4.0, highlighting their effects on business competitiveness and sustainability. Theoretical Framework: The study is grounded in the literature on organizational strategy, digital transformation, servitization, and digital servitization. Digitalization is understood as a structuring element of strategy, as it enables data-driven decision-making, intelligent processes, and new value creation models. Servitization shifts the focus from product offerings to integrated, outcome-oriented solutions and is enhanced by the incorporation of digital technologies. Method: A qualitative, exploratory, and theoretical–conceptual approach was adopted through a narrative review of national and international literature published between 2010 and 2025, focusing on studies related to strategy, digitalization, and servitization in the context of Industry 4.0. Results: The results indicate that the integration of digitalization and servitization gives rise to digital servitization as a strategic model capable of generating continuous value, strengthening customer relationships, and sustaining competitive advantages. However, organizational and cultural challenges associated with its implementation are also identified. Research Implications: The findings provide theoretical contributions for researchers and practical insights for managers by highlighting the need to align technology, organizational culture, and strategic innovation in service-oriented business models. Originality/Value: This study systematically integrates the concepts of strategy, digitalization, and servitization, positioning digital servitization as a central axis of contemporary competitiveness.