The Weisbord Six-Box model has similar limitations as some of the previous models in that it aims to be exhaustive in identifying input elements and categories that would reflect organizational life. Additionally, his focus is again on internal issues of the company, which makes the model incomplete.

The Nadler - Tushman model for organization analysis is definitely more complete in including, within the same model, both inputs and outputs, as well as throughputs. However, it is quite complex and would be sensibly costly to implement in an organization, where all the specific variables that need to be included in the model would have to be monitored and taken into consideration. Further more, some of these variables may be irrelevant in the case of particular companies.

The McKinsey 7S framework is again based on the perception of the existence of internal and external variables, as well as their interdependency. The seven variables are structure, strategy, systems, skills, style, staff and shared values. However, the model does not mention the external environment or any variables that belong to that segment. For a company such as amazon.com, the external environment is especially important, mainly because it is volatile enough to produce continually new competitors and new variables...

Further more, it is a framework that takes into consideration the mission and strategy of the company, which is an important additional aspect. Additionally, the framework concentrates its efforts on the actual organizational effectiveness, which is basically the main objective of any organizational diagnostics analysis.
The high-performance programming model proposes a 4-level framework which would reflect a company as being a high-performing, a proactive, a responsive or a reactive organization. The capacity to include the organizational mechanisms on one of these levels means that the diagnostics procedure will actually produce a result that can be interpreted in terms of where the company is on an effectiveness scale.

Finally, Harrison's model continues the open systems perspective and includes the external environment into the analysis, but this is done in a very flexible manner, not including all relevant external environment factors.

As we can see, despite the fact that some of these models offer interesting information in terms of organizational diagnostics, many of them seem incomplete and some present broad notions of external or internal variables.