Traditional manufacturing companies are increasingly offering integrated product-service solutions in order to secure their position in the globally competitive environment. However, little is known about the customers’ perspective and when they are willing to “open up” their internal processes for value co-creation with providers. Based on multiple exploratory case studies with three customers and three providers within the manufacturing and process industries, this study identifies two conditions related to type of processes (i.e. critical vs. non-critical) and internal competence situation (i.e. core vs. non-core) as strong influences for engaging in open operation. In addition, we identify three open operation barriers which may restrict the potential for increased value co-creation and needs to be managed to support the adoption of integrated solutions.