Building a World-Class BPM Center of Excellence

With approximately $33 billion in assets, Con Edison is one of the nation’s largest investor-owned energy companies serving the New York metropolitan area.

With approximately $33 billion in assets, Con Edison is one of the nation’s largest investor-owned energy companies serving the New York metropolitan area. Today Con Edison is in the process of developing a world-class business process improvement center of excellence to drive everything from building basic process model repositories to leading large-scale, cross-organizational process reengineering initiatives. 

Join our web seminar to hear from Frank La Rocca – Director Shared Services, Con Edison – as he details Con Edison’s best practices for building a world-class process improvement center of excellence. Regardless of your industry or market, you’ll hear tangible advice and strategies you can use including:

• Establishing company-wide business process standards, rules and knowledge bases
• Working across departmental silos to identify process redundancies, bottlenecks and inefficient manual elements
• Modeling and simulating future business process improvements
• Evolving towards real-time process monitoring  

Featured Speaker 

Frank La Rocca joined Con Edison in 2008. He is the director of Shared Services Administration responsible for Strategic Alignment, Business Process Improvement, and Service Management. Frank is in the process of reviewing and strengthening the Shared Services Business Processes, establishing a methodology for structured Business Process Re-engineering, establishing a Portfolio Management Office and is building upon the company’s existing Governance processes. Frank is well regarded as a strategic thinker within Con Edison and has been recognized by CIO Magazine. 

Prior to Con Edison, Frank spent 20 years in KeySpan Energy (formerly Brooklyn Union Gas) in the Information Technology area. In 2002, he assumed the role of VP Information Technology and CIO.  By creating several new IT Governance committees, reorganizing, and by implementing several best practice new processes, he was responsible transforming the IT organization and building a comprehensive 5 year IT Strategy and Vision. Frank also led the IT integration team when KeySpan Energy was acquired by National Grid acquiring large scale integration experience in a Global environment.