Preparing
for Conversations
with Arthur Shelley
Disrupters
of Knowledge Transfers During Mergers, Acquisitions and Restructures
Arthur
Shelley
Cadbury Schweppes
Melbourne, Victoria, Australia
 Biography
Arthur Shelley is the Knowledge Manager
for Cadbury Global Schweppes Science and Technology. His role
involves implementation of change programs including knowledge
management, business process change, capability development and
building virtual networks & communities across the global
organisation.
He focuses his attention on how to effectively
engage and positively influence key stakeholders in the business
and project teams and how to get them to work together effectively.
He facilitates the virtual teams of Cadbury to leverage the total
organisational knowledge and quickly resolve issues, for which
solutions are known in other parts of the organisation. Bring
your sense of humour with you to this STAR Series Dialogue and
learn by seeing the comedy in errors.
Arthur has a Master of Science degree and
has managed projects in Australia, China, England and several
other European countries.
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Organisational Zoo
Arthur is author of "The Organisational
Zoo", based on animal character profiles and applied to
enable non-political discussions on interpersonal relationships.
Animal metaphors are used as a novel way to approach improving
managing workplace relationships including:
- Understanding people in the workplace
and building effective relationships with them,
- Using the zoo metaphor to understand emotional
impacts on decisions, develop capabilities and reducing politics,
- How to apply metaphor tools to better
understand your team dynamics and engage stakeholders
- How to have some fun whilst developing
collaboration and trust in your teams and workplaces.
The relationships built helps both project
teams and business teams to understand different perspectives,
how to harness the positives from diversity and how to collaborate
with others. In particular, cultural or personal differences,
building trust, determining the WIIFM Factor ( "What's in
it for me") and engaging and maintaining involvement throughout
business initiatives.
Arthur incorporates humor and metaphors
into the tools and techniques to build understanding, develop
teamwork and drive ownership. He highlights the importance of
using humour, the ability to laugh at oneself (and with
others) and the need to acknowledge the comedy in one's own errors.
It helps to build learnings across teams and provides better
quality outcomes.
The Organisational Zoo is just published and available from bookstores
or from Arthur directly. Find out more.
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Fusion cooking
Cadbury Schweppes provides layers
of knowledge in every bite, every sip
By Jerry Ash
Sure. KM is a no-brainer for consultancies,
technology companies, organizations heavily engaged in R&D.
But what about less obvious venues? Like, producers of consumer
products? No, not electronics or automobiles, but let's say candy
bars and soft drinks?
Let's go there.
Cadbury Schweppes is among the world's
largest confectionery companies and has strong regional beverage
businesses in the Americas and Australia. The company's origins
stretch back over 200 years, dating to 1783 when Jacob Schweppe,
in Geneva, Switzerland, perfected his process for manufacturing
carbonated mineral water. Much later, in 1824, John Cadbury opened
a business in Birmingham, England, selling cocoa and chocolate.
Both were household names when the two companies merged in 1969
to form Cadbury Schweppes plc. In India the company name is still
so synonymous with chocolate that cocoa trees are called Cadbury
trees!
Today, the company's products - including
brands such as Cadbury, Schweppes, Halls, Trident, Dr. Pepper,
Trebor, Dentyne, Bubblicious and Basset - are enjoyed in almost
every country in the world. But don't let the heritage fool you.
Cadbury Schweppes is not as old-fashioned as a Cadbury Egg.
Link
to the rest of the story.
Pre-dialogue remarks
Mergers, acquisitions and restructures
are some of the drivers of change
and can also be significant disrupters of knowledge transfer
in, and between, organisations. Knowledgeable people normally
share what they know to assist others they trust and respect.
However, in unstable environment the trust and the relationships
can be undermined because people feel exposed and fear unknowns.
"My knowledge is what makes me valuable, if I give it away
I may undermine my own security" is a thought that enters
many heads when the future is unclear.
Many believe times of organisational change
bring nothing but opportunity for KM, but we'll begin this Dialogue
on the down side.
Jerry Ash: But smile. Remember,
you're supposed to bring your sense of humor!
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