Extended Reality (XR), which encompasses augmented reality (AR), mixed reality (MR), and virtual reality (VR), is revolutionising the way we teach and learn. XR has demonstrated a clear impact on business ranging from communication to operations and strategic implications. Recently, the use of generative Artificial Intelligence (GAI) has increased the interest in overlapping the benefits of different emerging technologies, to improve student learning similar to how service delivery is innovating new formats for reaching out to students and target groups. This urgency demands skills that allow universities to create immersive experiences that radically influence how to prepare, execute, and redesign existing practices. The learning and upskilling process of new graduates, the future workforce, faces numerous challenges, with limiting factors built into projects, systems, structures, and processes. While XR increases engagement among students and employees on multiple critical levels, the extent to which existing integration challenges are based on value drivers and sustained impact remains uncertain. Given the escalating need for improved skills and service deliveries, fundamental learning cycles are required to enhance capabilities and understanding. Despite the opportunities provided by XR technologies, a transformative shift in management principles is inevitable, one that will reshape internal processes enable a smooth link from test-bed practices to transformative and integrated XR initiatives. This paper will explore how XR can be effectively integrated into existing educational frameworks, the processes required to ensure its successful implementation, and the resources necessary to support this technological shift.

The paper is based on project findings and stems from in-depth provider and user involvement, uncovering implementation value concerns. Moreover, the initial screening of value-driven needs remains corporate-specific and, even more so, use-case-oriented. Although this research paper highlights the potential for XR adoption and its associated benefits, it remains fundamentally important to adopt a systems perspective—one that centers on the needs of the people involved in the process. The paper uses a qualitative approach where management perspectives are examined, specifically the link between business and society, and exploring the potential for sustainable XR adoption and integration. The central question guiding this investigation is: How can XR be strategically designed to benefit organizational structures, processes, and resources?

The research methodology employs two comprehensive qualitative studies. The first study engages with a high-end technology provider delivering XR expertise and solutions to businesses aiming to optimize their digitalization efforts. The second study involves interviews and exploratory site observations at the adopting firm, to elucidate early use-case designs and desired value propositions. Both studies rely on a series of semi-structured interviews with key stakeholders critical to technology delivery and adoption. The findings are examined from both the provider’s (supply-side) and the businesses’ (demand-side) perspectives on XR adoption and integration. These unique insights provide steps to uncover best practices and identify influential structures, essential processes, and necessary resources crucial for realizing benefits in the adoption and integration of XR.

Keywords: Technology, extended reality, implementation, user-value, adoption process.