This paper study a service strategy implementation case using an inductive method to catch informant-centric perspectives and create theory-centric categories leading to the findings of three dilemmas: not really service but only services, waste of potential value and no one owns services. These dilemmas can be used in servitization implementation work from a practical viewpoint and can be of value for the discussion around service strategy implementation within an industrial organisation, working with software development apart from more traditional manufacturing.