This challenge is not adequately addressed. Many have said that IBM's business model will lead to disaster. Still, Gerstner is fixated on the exact opposite course to that suggested in the book, and, in fact, he seems to be gaining speed. That may be unfortunate for IBM, but it is typical behavior. Lotus is already gone, sucked down to support IBM's outdated business model.
Many examples seem superficial.
Wal-Mart is cited for low cost distribution, but they did so much more. Intel is cited for fast cycles, but their real contribution was exploiting the Moore's Law technology treadmill - doubling performance every two years at the same price point. There was an opportunity to exploit the mega business model disasters from the software industry as cases. The author instead chose an obscure firm called Advantage with an equally obscure word processor to make that point, and he spent a chapter on it. His best cases were the steel industry and Merck, in drugs.