Read: Burke, W.W. & Litwin, G.H. (1992) A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. The Burke-Litwin is a complicated model and is, perhaps, too big for an analysis of this size. For that reason, I would urge you to limit your analysis to those transactional variables they identify in the article Those variables are: Structure (Identify the structure by type: matrix, team based, functional or product departmentation, organic/mechanistic, etc.) Tasks and Skills (Unique or core competencies) Management practices (e.g. participative or centralized decision making) Systems and Policies (information systems, financial, marketing, production, human resources, etc.) Work unit climate Motivation Individual needs and goals Identify each of the throughput variables in Walgreen''s explain how they are interrelated. Focus on whether they fit together or work toward opposite ends. For example, Does the Human Resource System staff the organization with workers who have the right skills for the requirements of the production system? Does the compensation system squash motivation, or the climate support individual needs and goals? Does the structure fit management practices? What synergies/problems does this cause?