Do you think the approach would be different if the organization was a true learning organization, one that has embraced change as part of their culture and rather than view change they view it as progress?

My recommendation was that for a non-learning organizations that the consideration, testing and incubation process of a business model change should be done somewhat in a vacuum rather than having the information shared company wide. I also suggested that many organizations that realize a change is needed will go through the process with multiple models hoping to find the then tested model is the best single choice for rollout.

The article we reviewed discussed the Dell corporation and their approach to a model change. Having been in that industry for decades and well aware of the Dell approach I would challenge that they did not undergo a change other than migrating from a dorm room to a corporate environment with a strong vision that costs could be decreased and control would be increased if they shortened the distribution channel. They did not change a model; they started with the model. In the process they disrupted an industry. Know though that in the last fifteen years they have embraced the traditional distribution channel used by their competitors and have demonstrated inorganic growth through acquisition of firms in the same industry (such as EMC). It took Dell years to start acquisition of other firms - they initially focused on organic growth through internal processes. The approach to inorganic growth itself was a model change.

what you conclude from the above