@saket - Thanks for that :-) I agree your analysis.
I think the 'shift' in chapters 1-3 of the description of the scope of a project to be change, plus the increased explicitness of the link to context and the resulting duties included in a role to manage change is, in total seismic.
The pmbok's new and imho finally correct stance now reveals what I think has for so long been implied - the role of many pms is just to create outputs. They are suppliers not managers of change.
The fall-out of this, not least for how it affects leadership roles in industry but also how it affects candidates in pmp exams is huge.