gh levels of demand. These upcoming challenges called for mass improvements to achieve savings in operation costs. Brown emphasized:
             "The only reasonable approach to business transformation is process alignment and service orientation. I am pushing for a change from functional to a process model. One of the first steps we took is to transform IT and it has been very difficult. We have 50 years of IT experience run on the functional model. It served us well – people are comfortable with it but it is costly and not as responsive to change."
             A Process Engineering Service (PES) group was created. This was a small group consisting of 4 individuals providing information services processes and continuous support for more than 600 employees. The change began with a clear vision focused on building process change skills, methodologies and tools. A culmination of 36 separate processes were identified which would affect and extend the changes throughout the organization. Manipulating the breadth and depth of these 36 processes efficiently would undoubtedly cause a domino effect and bring about more dramatic changes in a number of other areas including: roles and responsibilities, measurements and incentives, organizational structure, information technology, shared values, and skills.
             In addition to the PES group, Brown created the Center for Process Excellence (CPE) to consult and drive other business units internally. This Center would also serve as a catalyst to create consistency and competency for the organization. The consulting group was a small team of 8 experts with a vast diversity of background and skills including; nuclear power plants, engineering, governmental relations and entrepreneurship. The group was focused in a strict business direction, training its members in facilitation, process discovery, modeling, and problem resolution. To aid in the control of consistency and the flow of information CPE develope...