Burke-Litwin Model of Organizational Performance and Change
The causal model links mission, structure, and management systems to performance, while culture and leadership style are positioned as transformational preconditions rather than cells the model designs.
W. Warner Burke and George H. Litwin, 1992
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Burke-Litwin Model of Organizational Performance and Change
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads three: Strategy, Structure, and Flow. The other nine it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
Culture and leadership are treated as transformational preconditions influencing the transactional cells rather than as designed choices themselves.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
Where on the evolution curve does each capability sit, and does that dictate build, buy, or let go?
What is the smallest unit that can own a customer outcome end to end?
What limits throughput, and what is supposed to happen when the line stops?