Tinaya, Patrick Carlo J.

Case study No. 2

Questions:

1. The reengineering efforts of P&G focused on the business process

system. Do you think other processes, such as the human system,
or other managerial policies need to be considered in a process
design?

No, P&G is a multinational corporation, instead of expanding the

human resources part or any other part via other management
systems, the use of the business process system is the most logical
as they would be better of focusing on expanding the business part
of the organization via the business process system. It has already
been observed that they have had dramatic performance
improvements by having done so.

2. What do you think was the reaction of the brand managers, who
may have worked under the old system for many years, when the
category management structure was installed?

Taking into account how the old system worked fine and how long
they have been reliant towards it; I doubt they were open-minded
with regards to the thought of changing the management system
that they had grown accustomed to. To put it simply their way of
thinking is: ‘why fix something that isn’t broken?’.

3. As a consultant, would you have recommended a top-down or a

bottom-up approach, or both, to process redesign and
organizational change? What are the advantages and
disadvantages of each approach?

I’d recommend the using both, they go hand in hand. Top-down

involves careful planning in general but without the bottom-up the
flow does not happen system by system. On the other hand
without the top down approach the bottom-up would seem
inefficient.