「工業4.0」一詞貫穿近十年的製造業核心，隨著全球製造業的二大轉變，一是顧客對於客製化、數位科技的應用態度從消極應對轉為積極要求；二是面對不可控的環境變因所導致供應鏈危機，越來越多的企業為求持續獲利及抵禦風險，而將數位服務化視為提升穩定經營的重要手段之一，紛紛投入數位服務化發展。然而數位服務化的組織變革過程中卻因為數位科技的導入而有其特殊性，使企業在驅動過程中面對許多困難，若無法成功克服困難，嚴重者，甚至可能面臨破產風險。
企業在組織變革中，首先必須改變其思維模式，然而數位服務化的演進過程中，所需串聯的夥伴隨著時間而欲趨多元且複雜，故亦須驅動組織內外、網絡夥伴或生態夥伴的思維以共享願景，方能達成轉型目標，而在組織變革中或新興系統的導入中，控制機制經常做為校準共識的有效手段。過去文獻及管理實務中多針對數位服務化的效益及風險進行分析，然而，數位服務化的發展模式和策略卻甚少被探討，故本研究以質化研究之個案研究法為研究方法，探討組織如何運用突破數位服務化的障礙，最終成功驅動數位服務化轉型目標。
本研究以全球第三大工具機集團友嘉實業為分析對象，詳細探討其數位服務化過程中，各階段目標的主導邏輯，並分析其各階段如何運用控制機制形塑共識及突破數位科技所造成的數位藩籬，最終期盼透過個案建立「數位服務化的驅動模型」，以供製造業者未來發展數位服務化策略時作為參考依據。

The term 'Industry 4.0' has been a cornerstone of the manufacturing industry for the past decade, with two significant shifts occurring. The first is the proactive demand for customization and the application of digital tools, while the second is the supply chain crisis brought about by uncontrollable environmental changes. Digital servitization is viewed as a crucial way to improve stability and reduce risks, leading more businesses to invest in its development. However, the process of digital servitization has its idiosyncratic characteristics. Enterprises encounter numerous challenges when implementing digital technology. If they cannot successfully overcome the difficulties, they may even face the risk of bankruptcy.
In time of organizational transformation, the company's mindset must become its priority. However, the number of business partners surges, which increases the network complexity and diversification in the development process. To achieve the goal collectively, the organization should establish a shared vision that drives it internally and externally, including partners in the services ecosystem. In the past research and managerial practices, the majority analyzed the advantages and risks of digital servitization while little mentioned the strategy. Thus, this study investigates how organizations successfully realize the goal of digital servitization.
This study takes the world's third largest machine tool group, Fair Friend Group. It examines the logic of its goals at each stage of the digitalization process, analyzing how its control mechanisms shape consensus and break digital barriers from digital technology. This study establishes a "digital servitization drive strategy" through a case study, which serves as a reference for manufacturers to develop digital service strategies in the future.

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