Ensuring Successful Organisational Change with the Burke-Litwin Approach

To understand the Burke-Litwin model, it’s best to start with what it’s designed to solve. Imagine this: an organisation puts effort and resources into improving customer satisfaction, but nothing changes. This is a common scenario, so the Burke-Litwin model of organisational change was developed by W. Warner Burke and George H. Litwin in 1992 to address exactly this type of challenge. The model helps organisations identify why change initiatives aren’t delivering results, allowing them to create effective action plans that drive real improvements.

Beyond troubleshooting failed initiatives, the Burke-Litwin model serves as a diagnostic tool, pinpointing problems within an organisation so they can be fixed effectively. For instance, if a company struggles with declining employee engagement, the model can help uncover whether leadership style, company culture, or other factors need to be altered. Often, changes fail because they don’t account for all interconnected areas affected by the change. The Burke-Litwin model of organisational change reveals how different parts of the organisation influence each other and helps identify what must change to adapt to new circumstances. It’s all about understanding the flow of influence.

How the Burke-Litwin model works

The Burke-Litwin model is a tool every leader should know when looking to understand and drive organisational change. It’s not just about listing what should change – it’s a blueprint for understanding how to make impactful, sustainable improvements. The model is grounded in open systems theory, which suggests that change in an organisation originates from external influences. This model helps leaders identify 12 key factors that influence change, explaining their relationships and hierarchy, allowing them to navigate change effectively.

The Burke-Litwin model categorises its 12 factors into four main groups: External Factors, Transformational Factors, Transactional Factors, and Individual Factors. Each group plays a distinct role in shaping how organisations change and adapt to external pressures.

External factors

External factors are those influences that drive the need for organisational change. These are usually beyond the organisation’s control but create the impetus for internal adaptation to stay relevant and competitive.

Often described as the external environment, these factors include changes in consumer behaviour, market trends, regulatory pressures, and competitive dynamics – all elements that create the foundation for why change is necessary.

Transformational factors

Transformational factors are deeply embedded processes within an organisation that initiate significant change. They are the core elements that determine the direction of change and can significantly alter how an organisation functions.

• Mission and strategy: what the organisation stands for, its goals, and the processes for achieving those goals. A clear mission and well-communicated strategy help align the entire organisation towards a shared objective.
• Leadership: the style and behaviours of the organisation’s leaders. It is about how effectively leaders set a vision and inspire the rest of the team to move towards achieving that vision.
• Organisational culture: the collective beliefs, values, and behaviours within an organisation. Often described as “the way we do things here,” culture underpins how employees interact and the informal norms that shape daily activities.

Individual factors

These factors shape how individuals approach their roles and contribute to the organisation’s success, influencing engagement, productivity, and ultimately overall performance.

• Work unit climate: Describes the working environment and relationships within teams. The climate influences how employees perceive their immediate surroundings and, consequently, their job satisfaction.
• Task and individual skills: This refers to how well individual skills match their job requirements. It’s crucial that employees have the right skill sets to perform effectively in their roles.
• Individual needs and values: These are the personal needs and beliefs of employees. Alignment between individual values and organisational goals leads to higher engagement and satisfaction.
• Motivation: Involves the factors that inspire and drive employees to perform. Motivated employees are more likely to put in their best efforts and contribute positively to organisational outcomes.

Each of these factors influences the successful performance of the organisation, which is the outcome of all these interconnected elements working harmoniously.

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When to use the Burke-Litwin model and its limitations

The Burke-Litwin model is particularly effective in scenarios where organisations face complex changes involving multiple interconnected elements. This makes it well-suited for large-scale transformations, mergers, and acquisitions. The model is also useful for diagnosing root causes of organisational issues, providing a systematic way to identify what needs to change for a positive outcome. For instance, if a new competitor emerges in the market, it may force leaders to reconsider strategies, adjust management practices, and adapt systems — ultimately influencing both individual and organisational performance.

However, the Burke-Litwin model has its limitations. One significant drawback is that it focuses solely on identifying drivers of change without outlining how to implement these changes effectively. This means it should be used as a diagnostic tool rather than a comprehensive solution. Another limitation is its emphasis on external factors as the primary drivers of change, potentially underestimating the influence of powerful internal factors.

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