Imagine owning a home or apartment and not purchasing appliances, but renting them by the hour.  Let’s take as an eample a refrigerator.  I own a refrigerator, not necessarily because I like the idea of a 3-D silver rectangle in my kitchen, but because I need a convenient way to keep perishable food cold.  My decision of which refrigerator to purchase is based on criteria such as space, features needed, energy effciciency, and the reputation of the reliability and total cost of ownership, with repairs, will be over the life of the appliance. Let’s take the analogy one step further.  Imagine I own an international airline such as Delta or Emirates.  Istead of buying engines for my planes, I rent them by the hour.  Same as in the example with the refrigerator, but now the rent includes fuel as well as the rent per hour.  As the airline owner, I would realize some advantages very quickly.  First I would pay only for the time my engines are turning and powering aircraft.  Second, my vendor, the engine manufacturer would ensure that the engines are operating at peak efficiency.  This is because, from their perspective, the engines are not generating revenue unless they are turning. The scenario, at least the airlines one, is already happening.  Rolls-Royce has offered a similar package for years.  Caterpillar, with their industrial and mining equipment also has similar arrangements with dealers and customers.  So, what will cause this trend to accelerate and encompass smaller scale equipment? The key is data. Organization of data into an actionable format that allows manufacturers to adequately forecast service models of expense and revenue that allow this effort to  be undertaken with confidence and in a way that both manufacturer and consumer can profit from the arrangement.  IOT and connected devices are helping us move in that direction, but it is the management of this data that will truly move servitization from a powerpoint to a proposal.