Transitioning towards service provision has been suggested as an advisable strategy for manufacturers responding to price competition. Servitization refers to the transition process of adding services into a goods-based offering, where the importance lies in the relationship between the corporation and the customer. Instead of viewing services and goods from a traditional point of view, servitizing companies offer bundles of products and services. This paper identifies the structural changes that are needed when a manufacturer seeks to increase its service provision. Using a longitudinal case study design, we explored the organisational changes that took place as a manufacturer shifted to service provision. The paper illustrates how different organisational tensions emerged during the shift to services and how the service teams self-organised in response to these tensions, in advance of management’s decision to re-organise.