Case Study of Complex Change at Maritz Motivation Solutions

  • 11 Jun 2015
  • 7:30 AM - 9:30 AM
  • The Heights of Richmond Heights, 8001 Dale Avenue, Richmond Heights, MO
  • 27

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PROGRAM DESCRIPTION:

The June STL-ODN monthly program is a case study review of a complex change initiative at a St. Louis-based company, Maritz Motivation Solutions. The panel discussion will discuss an  organization change management (OCM) program they deployed to support a multi-year business transformation initiative involving an E-commerce go-to-market strategy.  This business initiative involved a complex technology integration, a new business process model, and a significant organization re-alignment of a 200 person business unit within Maritz Motivation.  Join the external OCM practitioner consultant, Steve Kotsines, as he facilitates a panel of Maritz employees reviewing the original change program, its deliverables, challenges, and outcomes one year later. 

 

Steve Kotsines is a consultant practitioner specializing in Organizational Change Management with extensive experience around complex technology integrations, business process re-engineering and operational change, and organization design and restructuring.  Steve knows that he is evangelically passionate, but is also a methodical, pragmatic, credible, trusted advisor. 

Steve has operated as an independent consultant through his company, Protean Ventures, Inc., since 1997.  Steve’s clients have included a range in both U.S. and global environments in small, large, public, and privately held institutions, including Abbot Laboratories, Anheuser-Busch Inc., Anheuser-Busch Packaging Group, Busch Agricultural Resources, Maritz Motivations Solutions, Monsanto, and Savvis (now CenturyLink Technology Solutions). 

Steve’s philosophy is that Organizational Change Management addresses the “human side” of change.  It is the analysis and strategy, methodology and delivery, of tools and programs that successfully deliver change.  Change Management invests in the human capital that delivers business results.  Most strategic change initiatives fail, not because they are unfeasible or technically unsound, but because of people and human psychology

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