For decades, manufacturing strategy centered on "economies of scale," where profitability was maximized through high-volume production of standardized goods. In the contemporary market, however, many traditional manufacturers are pivoting toward "servitization"—the integration of services into product offerings. This shift is often driven by the "commodity trap," where price competition for physical goods erodes margins to unsustainable levels. By bundling maintenance, data analytics, and performance guarantees with their hardware, firms can establish recurring revenue streams and higher switching costs for customers. Yet, this transition is not without peril. A service-centric model requires cultural and operational competencies that differ fundamentally from those required for lean manufacturing. A company optimized for production efficiency may struggle with the decentralized, relationship-based nature of service delivery. Consequently, firms that fail to align their internal organizational structures with a service-oriented value proposition often experience a "service paradox," where investments in service capacity lead to increased costs without a commensurate rise in revenue.