This study explores the drivers behind product companies adapting their value architectures (VAs) involving channel partners to engage more directly with B2B end customers through direct-to-customer (DTC) approaches. Focusing on digitalization, sustainability, and productivity concerns, it examines how these trends influence the adoption of DTC models during the shift from product to solution-oriented offerings. Conducted over two years, this qualitative single-case study in the construction industry investigates a tools manufacturer transitioning to solution-oriented offerings. This research highlights the emergence of hybrid value architectures, combining direct and indirect channels, and emphasizes the importance of collaboration between product companies and channel partners to deliver comprehensive, solution-oriented offerings. The findings contribute to the discourse on change drivers and their implications for manufacturers’ value architectures. By incorporating perspectives from manufacturers, distributors, and customers, this study offers a deeper understanding of the servitization process for incumbent manufacturers.