## 1 Introduction
Based on the above definitions, we explore in this paper how ICT/digital sector converts, e.g., concrete cases--how IT companies servitize or transform into service providers. Such an investigation is done through scenario-based analysis of Servitization projects implemented in these companies. In addition, our aim was to perform such research using major players in the IT branch that had previously gone, either partly or entirely, through this transition, with successful results, e.g., business profits from services [5, 6, 7, 8, 9, 10, 11, 12]. As explored in [13], \"Servitization promises to strengthen the competitiveness of manufacturers and is expected to deliver growth, profitability and stable revenues\". Further, the authors define levers for succeeding in servitization [13]: \"Setting strategic direction - clear service strategy and the necessary investments to align the strategic direction with operational capabilities; develop capabilities for designing and delivering services, including technical expertise, customer orientation and IT; create the organizational arrangements to support the development, sale and delivery of services and align performance measures and incentives; and, establishing a service culture\". Besides this, the industrial operations strategy is based on five performance objectives and KPIs for service: Quality (Customer satisfaction), Speed (Response time), Dependability (% faults addressed within time), Cost (Labor productivity), Flexibility (Range of service mix) [13]. Other scholars [14] claim that \"Servitization is a transformation process wherein product companies embrace a service orientation and/or develop more and better services, with the aim to: satisfy customer's needs, enhance the firm's performance, achieve competitive advantages\". Next, the success of Servitization, similarly to any other innovation process/transition, can be measured through CSFs (Critical Success Factors). As was defined in [15], \"Critical Success Factors are the critical factors or activities required for ensuring the success of business\". CSFs refer to \"the limited number of areas in which satisfactory results will ensure successful competitive performance for the individual, department, or organization\" [15], and [16, 17, 18]. The author [15] delineates four basic types of CSFs: (1) Industry CSF's, (2) Strategy CSF's, (3) Environmental CSF's, and (4) Temporal ones. In the research performed in [19], it is claimed that the success of Servitization depends on many components/aspects. Of particular importance are five elements for the efficient alignment of company factors with Servitization. \"Organisational (1) capabilities are achieved by aligning (2) structure, (3) processes, (4) rewards and (5) people with each other [19]\". The seven CSFs are explored in [20]: \"(1) Assess your market and internal readiness; (2) create the right strategic and cultural context; (3) build the structures and governance for services; (4) get the resources ready for service innovation and delivery; (5) proactively manage engagement and trust;  
Figure 2: Scopes of Digital Economy. (6) develop and embed service processes; and (7) optimise services and communicate best practices\". Further, the authors state that \"Success of servitization depends on success of every single service implementation and usage by customers\". In [21; 22], the conceptual framework for the servitization process is developed. The authors propose a detailed taxonomy of critical success factors and test them on a few cases. This is our primary work on Servitization. The research goal was to start preparing a framework/methodology to answer a crucial question--\"how to measure Servitization?\"--starting from the IT industry.