Business model innovation (BMI) is a key topic on CEOs’ agendas nowadays. However, the academic literature can so far give only limited advice to managers on how to undertake it. Among the different approaches to de-mystify BMI, the proposed application of the dynamic capabilities framework (Teece, Pisano, & Shuen, 1997; Teece, 2007, 2010) to guide CEOs on what skills firms need to prepare for business model change has been the most promising one. However, little is known on how the development of such capabilities can be influenced. Based on configuration theory, we conceptualize a theoretical framework of intertwined relationships between business models, dynamic capabilities, and organizational structure. Focusing on the connection between organizational structure and dynamic capabilities, we analyzed the effects of structural organicity (captured through centralization, formalization, specialization, and administrative intensity) on the unfolding of ‘capabilities for business model change’.