organizations where IT is still a reactive function, predominantly focused on operations or cost reduction, a company needs to carefully assess its readiness for digital pursuits. ... It is time for manufacturing and field service companies to take seriously the need for digital innovation and to set the required focus to begin the journey. The initiatives can be modest at first. Beginning to show the value potential of the types of innovation I have described can be helpful in garnering the support needed to scale. And the long-term payoff in terms of competitive advantage will ensure sustainability and growth. * Manufacturing companies often overlook low-hanging opportunities for technological innovation, reflecting the widespread view that disruptive technologies are primarily the domain of startups, not established firms. * Digital capabilities can benefit manufacturing companies in some well-defined ways, from improving consumer intelligence to enabling preventive maintenance. * To be effective, adoption of disruptive technology must go hand in hand with organizational realignment. 63