Strategic decisions made within the confines of an organizational culture play a pivotal role in defining the flexibility and viability of an organization during the testing of a business model. The purpose of this paper is to explore how organizational culture affects and is affected by strategic choices when organizations are in the experimentation phase with regard to business model testing. According to Fletcher, it makes the argument that effective organizational culture provides a robust framework to contain fluctuations in market uncertainties and, at the same time, drives innovation amongst decision-makers. Using a similar approach, the study focuses on leadership style, communication behaviors, and perceptions of risk and their consequent influence on strategies. Quantitative data on the experience of organizations with a culture of collaboration and flexibility are the most likely to succeed at dynamically adapting business models. On the other hand, conservative cultures that trust the decisions made at higher organizational levels may have a problem with continuous testing and adapting business models. The conclusions drawn from the studies imply that it is effective to match strategic decisions concerning organizational learning responsiveness with culture. Additionally, the paper discusses the imperative of embedding a culture of experimentation, sharing of ideas, and feedback into organizational practices. It also focuses on the leadership aspect of organizational culture as a critical factor for creating an environment conducive to managing risks and fostering adaptability. Concisely, the study establishes that business decision-making is a multifaceted process that is shaped by organizational culture. As a result, culture can enhance or contradict new business models and their testability. This scenario strengthens the argument that leaders need to develop and promote a culture that supports the achievement of strategic vision in a quest to manage the challenges of business model innovation.