Dell is a major player in the computer industry. As internal controls systems play an important role in Dell’s success, its single-minded obsession with control came at the cost of innovation and customer service and its market and financial positions declined significantly by 2008. Describe what you think would be an effective new business model for Dell, explaining the roles played in it by operations, financial, strategic, and structural levels of control. In what ways will your new approach to control be effective in the company’s current environment?