BUSINESS PROCESS RE-

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ENGINEERING

CASE STUDY
PRESENTATION
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SUBMITTED BY
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PRATEEK MISHRA
DM21D18
ABOUT CASE

This case focuses on the issues faced by Buck

& Pulleyn which includes restructuring of the
organization, employees’ motivation and
stationing of Creative Director, Robert
Massimilian , as the president because of the
conflicting feedback from different
stakeholders

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 W H A T K I N D O F O R G A N I Z A T I O N I S B U C K A N D P U L L E Y N ?

BACKGROUND FINANCIALS &

B&P Had been in Advertising business For
over 11 years full time . they have proponent
of creativity of Brusuque & Pragmatist .
REPUTATION OF COMPANY MANPOWER
Company had a reputation of being a Good place to Capitalized billing of 26 million$ dollar ,
work & its strong human value , and genuine staff of 54 employees , whom 44 women
concern about clients.

WELFARE LOCATION & CLIENTS CORE TEAMS & GOALS

Among all things B&P donated 5%
of its billable hours to pro bono
advertising for community non profit
agencies
1 semi autonomous unit servicing a unit of xerox for
B&P is located in Rochester , new York , more than year
and its client include full spectrum of
2. Collabrateral and sales support to kotak
business from high tech to high fashion ,
Goals – participating in reengineering project together
kodak xerox, coca cola etc were among
with client and printing company
them
To reduce time spend on project by 50% and cost cut by
30% 3
 P R O B L E M S TAT E M E N T “ 1 ”

“The Buck & Pulleyn Needs Major Oraganzational Changes Due To

Changing Environmental Context And Need/Wants To Consumers And
Client By Keeping Productive Human Resources Enriched With
Motivation And Enforcement Of Organization , Philosophy And Vision.
The Organization Is Looking To Refrezze The Changes Process AT AN
OPTIMAL POINTS”

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 A N A LY S I S

1. Poor leadership.
2. Inefficient decision making.
3. Cultural resistance.

Statement – At start, when the need for change in org. structure realized by chris .
The efforts failed because of old cultural norms of org. and lack of confidence on the
top management by the employees and stakeholders; a factor which had lowered the
motivation level and increase the reluctance to change among the employees and
stakeholders.

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 W H AT A R E T H E D R I V E R S O F C H A N G E I N T H E B & P C A S E ?

1. THE CHANGED MANAGEMENT STRATEGY

2. THE COMPENSATION PLAN BY TEAM NEEDS SOME MORE
COMPLIANCE AND FOCUS. THE ROBERT’S MANAGEMENT
PRACTICES SHOULD BE REVIEWED

3. that different tools and systems were developed to involve all the stakeholders

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4. TRAINING SESSIONS, GROUP
DISCUSSION AND SEMINARS ACROSS
THE ORGANIZATION 

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 W H A T K I N D O F C H A N G E A R E T H E Y E N V I S A G I N G ?

Chris began a series of Thursday morning class session ,

SERIES FOCUSED ON “STRUCTURE”

“MOTIVATION” & REWARDS

New software program for marketing case study

ACCORDING TO CHRIS , ONLY 2

PERSON MADE SERIOUS ATTEMPTS
TO TACKLE THE ISSUE

conventional wisdom urge to keep Payroll to keep roll at 50% of GI, to keep
payroll under control chris felt that every single person in agency had to be able
to demonstrate clear value of clients.

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PAYROLL AS A % OF GROSS INCOME
 W H AT TO O L S C O U L D T H E Y U S E TO A N A LY Z E T H E I R
P R O C E S S ? W H I C H TO O L S A R E T H E Y U S I N G ?

Notably, Buck Pulleyn technology is one of the most important way of being
competitive in the highly competitive market arena. Not only this, it drives
globalization, the factors includes environmental and ecological aspects, and
available services as well as products. An organization should innovate and be
compatible with the technologies.

1. New software program to marketing case studies.

2. Traditional & no traditional organizational design.

3. B&P hired bright highly motivated.

Pitch deck 1/7/20XX 8

The Buck Pulleyn problem statement is not just writing the fact, it’s more
about the factors that are effecting or may affect the organization in long term,
therefore, while developing the problem statement, the factors such as human
resource skills innovation, technology, change resistance are considered, that
have a direct effect on the organization or is hidden cause of the problem. It is
important to note, that the problem statement can cover tangible or intangible
issue but it needs to have a clear relationship with the organization end goal
.

PROBLEM STATEMENT “2”

 PROBLEM STATEMENT “3”

Buck Pulleyn Weakness refer to the situation in which the existing capabilities and the resources the company
holds are weaker or not sufficient compared to others organizations in the market. In other words it means the
aspects in which the organization is less efficient and needs to improve in order to align with the market trends.
As these aspects negatively affect the overall performance of the organization by making it weaker compared to
its competitors.
These are the factors that an organization lacks and does poorly in comparison to the organizations operating in
the same market at the same level. It is a deficiency or limitation of resources, capabilities, skills that majorly
affect the organizations effective performance. Management capabilities, Facilities, financial resources,
marketing skills and the weak brand image can be the sources of weakness.

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 ARE THEY FOLLOWING A REENGINEERING
METHODOLOGY?

CEO believes that industry and organizational requirements for a reengineering /

restructuring job need their company. However, they want to gain maximum
exposure and buy-in the form of the entire company. It does this through the
establishment of task forces and teams, but this is only the beginning of new efforts
need to be made.

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 BUCK & PULLEYN –THE CHANGE TO TEAM

B&P had a reputation as a hard-working, but caring organization, with unusually liberal
personnel policies and a track record of retaining both employees and clients. When in late2010,
Chris Pulleyn and Creative Director Robert Messina disrupted their traditional atmosphere by
introducing new cross-functional teams, the move created a period of some unrest at the firm.
Three client teams were created at B&P : “ Red Team” “Purple Team” and “ Green Team”

RED TEAM PURPLE TEAM .

Opportunity to build Freedom to invent .

Fully inclusive market Selectively inclusive market

Total addressable market Serviceable available market

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 STEPS TO CHANGE THE MODEL

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• New structure of the hierarchy would be insignificant, despite the

Unfreezing continuous efforts of top management to involve them in structural reforms

through various procedures including GD.
• Training session to discuss the change in environment

• External and internal team , red team – its seems that 5 stage model have
been adopted in group development model.
Moving • External internal team member selected the team leader to increase the
cohesiveness among the teams and increasing the possibility of positive
effect of performance expectation.

• The factors highlighted by the reconstructing task force were related to

compensations and bonus of employees, as well as job promotion.
Argumentatiton • Looking at team effectiveness model, team had all 4 component of 1.
content 2. composition 3. work design 4. and process were moving to path
of success .
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 RECOMMENDATIONS
Based on all analysis, I Prateek Mishra would make the following recommendations for chris in order to solve
various issues;
1. Ensure that the company has string leadership, with a strong support from employees.
2. Compensation pan , dealing with all the issues highlighted in report/presentation given by restructuring task
force is needed to considered in light of new system.
3. Company now have Decentralized decision making and horizontal hierarchy , in which reliance will be on the
decision made by team LEADERS rather than TOP MANAGEMENT.
4. Bonus should be given on both (team and individual performance bases).
5. Any policies which are redical , or are providing a deviation from the general norms or practices , need to be
carried out with caution and precision .
6. All the changes made should be tested empirically that whether these changes are compatible with
organizational structure or not.

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 CONCLUSION

If We Clearly ANALYZE The Above The Case Of Buck & Pulleyn, Then It Obvious That
Every Strategy To Undergo A Strategic Change Management Was Efficient But The Only
Problem Faced Was Lack Of Leadership And Organizational Philosophy In Strategic Change
Environment . The Org. Must Enforce Organizational And Leadership Philosophy To Align
The Peronal Goal Of Employees With Organizational Goal To Accomplish Its Goals And
Objectives With An Effective And Efficient Strategy.

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THANK YOU

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