Understanding Drivers for Change

Burke-Litwin: Understanding Drivers for Change

There are many reasons that change occurs in organisations. Building on the Burke-Litwin

model of organisational change and performance, this article will help you identify different

drivers of change and consider the implications for you as a change manager.

The Model

The Burke-Litwin model[1] shows the various drivers of change and ranks them in terms of

importance. The model is expressed diagrammatically, with the most important factors

featuring at the top. The lower layers become gradually less important. The model argues that

all of the factors are integrated (to greater or lesser degrees). Therefore, a change in one will

eventually affect all other factors.

The Burke-Litwin model

Burke-Litwin believe environmental factors to be the most important driver for change. Indeed,

most change can be traced back to external drivers for change.

Important elements of organisational success, such as mission and strategy, leadership and

organisational culture, are often impacted by changes that originate outside the organisation.

It is your job to understand these external changes and identify the implications for you and

your team.

Identifying and Dealing with Drivers for Change

1. External Environment

This includes such factors as markets, legislation, competition and the economy. All of these

will have consequences for organisations, and, as a change manager, it is vital that you

continually scan the environment for issues that will affect you and your team. For example, in

the world of accountancy, International Accounting Standards and International Financial

Reporting Standards will have a significant impact on the way companies manage their

accounts and report their results. In the public sector, legislative changes across health, local

government and other services have a direct impact on the work organisations are required to

carry out.

2. Mission and Strategy

An organisation’s mission articulates its reason for existing. It is the foundation upon which all

activity should be built. The strategy then sets out, in broad terms, how the organisation will

go about achieving its mission. Very often, the strategy will be developed in light of

environmental change, and will have a significant impact on the work you do. As a change

manager, you need to understand change in strategy and be able to communicate the

implications to your staff.

3. Leadership

This considers the attitudes and behaviour of senior colleagues and how these behaviours

are perceived by the organisation as a whole. The way in which change is implemented and

accepted through the organisation will be largely influenced by the top team. Does your team

believe that senior colleagues are committed

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