Gamesa, a Spanish company, is an original equipment manufacturer of wind energy turbines. Established in 1976, the company now faces greater global competition and an increased need to put greater focus on operations and maintenance solutions. Thus, Gamesa has to engage in business model innovation process. The case depicts how Gamesa joins a research project that uses a learning network approach in the initiation phase of business model innovation that leads to insights applicable to Gamesa's important Swedish customer – the utility company, Varberg Energi. The focus of the case is the early phase of business model innovation rather than the outcome (i.e. the new business model). Specifically, the case describes a workshop within the learning network where participants have the opportunity to better understand the customer and examine different ideas for adoption in a new business model. The central dilemma in the case is whether Gamesa will rely on the learning network as opposed to internal development during the next phases of the business model innovation process. Overall, the case provides students with insights into business model innovation in its early phase and into the interactive communication among key stakeholders that it requires.