This paper investigates the strategic and organizational transformation of SCM Group, a global manufacturer of industrial machinery, as it transitions from a product-centric business model to one grounded in digital servitization and ecosystem orchestration. Drawing on concepts from the theory of the firm and platform ecosystem literature, this study examines how SCM Group has leveraged digital technologies, such as machine connectivity, data analytics, and AI, to develop a suite of integrated, outcome-oriented services. Anchored in a longitudinal case analysis, the paper reveals how SCM progressively reconfigures its business model architecture, internal capabilities, and partner interactions to facilitate value co-creation across a distributed ecosystem. The study contributes to servitization scholarship by elucidating how incumbent firms can assume platform leadership roles in capital-intensive manufacturing contexts, and by highlighting the organizational ambidexterity required to balance legacy operations with exploratory digital initiatives. The paper concludes with theoretical and managerial implications concerning the design of meta-organizational governance structures and the shifting locus of value capture in industrial ecosystems.