Which organization types are targeted by DevOps transformation?
DevOps applies to Organization Type 2, the Business to Business entity as much if not more than the first Organization type. There are two possible scenarios here:

Scenario 1 

In the first they are selling a product or service to businesses. In terms of DevOps, this makes them virtually indistinguishable from Organization Type 1. Though their customer is a business/group of individuals, they are providing a product or service to a customer. This customer just happens to be a business instead of a private individual, this is is irrelevant to execution of DevOps. Contracted with specific software goals, clearly defined requirement or otherwise, the best value and customer service will be provided by a DevOps model for reasons that do not need to be restated here.

Scenario 2

This scenario happens to be a bit more exceptional as in this case, Organization Type 2 is providing consulting services to a business. Presumably and usually, a business hires a consultant for business assistance within the consultant's domain of expertise. Businesses have technical support for assistance with specific technologies and can contract en engineer for migrations, but when issues such as risk management, overall architectural design, process, flow and high-level questions arise, this is when a consultant is hired for their business advice.

This is why it is important to remember that DevOps is not a role. I would argue that DevOps represents a business or organizational management processes - or even a philosophy. It is more or less a specific way of implementing an agile methodology that has been extended well beyond just development to encompass many disciplines and departments. As such, DevOps is a package deal - in order to be successful at DevOps, you have to be committed to a specific business philosophy of organizational management.

In fact, in order to illustrate this point, In "The Phoenix Project", Board member Erik Reid repeatedly drags the Book's main character, Bill Palmer, to a parts manufacturing plant in order to illustrate and teach Bill things about technology and software development by drawing business lessons from the manufacturing sector.

This is authors Gene Kim, Kevin Behr and George Spafford's way of driving home the point that DevOps is more than just way of doing things, or specific technologies, but is a philosophy of business simply known by various nom de plumes.

So, in order to provide the best value to the company to which a consultant is consulting, it is incumbent upon the consultant to demonstrate and explain the value of DevOps and assist a company in successfully executing on this business philosophy and guide the company to specific technologies and ways of doing that. In short, it is the consulting companies job to act as an "Erik Reid" to whatever business has contracted their consulting services.

In short, DevOps should be very important to Organization Type 2 because it is their job as a consultant to explain to their customer why it is important - they should always be selling DevOps consulting. Consultants working with a company who refuses to consider DevOps should consider politely suggesting that perhaps they aren't the right fit. their customer can hire a generic code monkey from anywhere if they want to continue to (unsuccessfully) continue to do projects the way they have always done them.