This paper explores the synchronized change of mindset and capability within a business network that is driven by the adoption and provision of smart services. The research is implemented as an empirical multi-case study, and the primary data include interviews and observations in seven globally operating firms. The findings identify two categories of barriers and three categories of alignment needs to successful adoption of smart services. The study combines the institutional theory and dynamic capability perspectives to make three main contributions to the research of service innovation for an improved understanding of the determinants of successful field-level adoption of smart services. The results show that firms need to align the change of logic and capabilities within the organization and the business network to succeed in the adoption of smart services.