2000 Conference

The Conference Board and Booz·Allen & Hamilton

Present

The 2000 Strategic Alliances Conference:
A New Business Model for Alliances

March 30-31, 2000
Waldorf Astoria
New York City

Dear Colleague:

Alliances are accelerating. Recent research completed by Booz Allen & Hamilton shows that Global companies are relying on alliances to grow faster and reach new markets. In fact, these companies have indicated that over 30% of their revenue will be generated by strategic alliances. Alliances have now become an essential element in corporate strategies to achieve top-line growth, higher profitability and enhanced business franchise. However, this new reliance on cooperative efforts to pursue growth and to enhance a firm's competitive position has raised some interesting questions concerning how we manage our businesses: Is the way we have organized our companies for the last twenty years appropriate in this new era of cooperation? Are today's strategic management practices and planning tools adequate to meets this new challenge? Are alliances seen as part of the core competencies to be nurtured by senior management, or seen as an adjunct activity? Will alliance activity continue to grow, or be only a fad?

Our sixth annual conference on strategic alliances focuses on the practical aspects of tailoring your alliance approach. Through a series of case studies and practical interactive sessions, you'll receive the latest in thinking about alliance tools and methodologies: such as, alliance structures, alliance models, organizational designs, alliance strategy development, and best practices. Find out how senior managers at leading companies have formed and manage a wide range of alliances ? and what impact this is having on their firm's success, organizational structure and strategy development. Listen to personal experiences that go beyond ad-hoc transactions to a well-established set of alliance forming skills and processes. Learn how top-rated companies have developed the capability to leapfrog their competitors and increase significantly their alliance's success rate.

Each conference participant will receive a complementary copy of "Smart Alliances: A Practical Guide to Repeatable Success," by John Harbison and Peter Pekar, recently published by Jossey-Bass, as well as their latest Viewpoint based on recent research on the emergence of a new business model. "Smart Alliances" is the top-selling book on alliances/acquisitions.

We look forward to seeing you in New York.

Sincerely,

Ronald M. Cowin                       John Harbison
Conference Program Director   Vice President
The Conference Board            
Booz·Allen & Hamilton

Thursday, March 30, 2000

Session A:

 9 - 10:30 am

A Call for a New Business Model

John R. Harbison                                 Dr. Peter Pekar
Vice President                                     Senior Advisor
Booz·Allen & Hamilton                    Booz·Allen & Hamilton

Information in this session will be based on new research completed by Booz·Allen & Hamilton. You will hear how alliances are altering the competitive playing field with companies grouping alliances in ways thought implausible just a few years ago and achieving impressive results. Based on a 1999 study of nearly 2000 U.S. and overseas alliances for more than 200 U.S. and foreign companies, you will learn how alliances groups are being formed and the impact they are having on organization structures and strategy development.

The speakers will address the following leadership questions:

  • What are alliance classes and groups?
  • How will companies use these alliance groups to change the way business is done?
  • Is the corporate strategy model appropriate today?
  • Now what? Is a new business model called for?

Speakers will elaborate on Booz·Allen & Hamilton's: Vision, Architecture and Leadership framework. They will share best practices, lessons learned and case studies, and attendees will receive a Booz Allen Viewpoint discussing the results from this important recent study on how alliances are altering our perceptions on management control, organization design and structures and strategy development practices in the US and Overseas.

10:30 - 11:00 am

Networking Break

Session B

11:00 a.m. - 12:00 p.m.

Using Alliances to Accomplish e-Business Transformation

Mr. Nick Donofrio
Senior Vice President and
Group Executive, Technology and Manufacturing
IBM

Mr. Donofrio will discuss how pervasive technology, the technology behind e-business - like high resolution displays, copper substrate and Silicon Germanium chips, wireless access and the microdrive - creates demand for new services. This growth is rapid and exponential.

This plays to the traditional strengths of IBM. There is an opportunity to provide the industry with services, software and technology components for e-business solutions, storage, networking products, servers, and mobile appliances. At one time IBM would have developed these components solely for use in its own products. No more.

IBM's new strategy is to develop technology to meet open industry standards, leverage process manufacturing, software and services know-how, and through strategic alliances, offer high quality components and Intellectual Property to the world.

Learn how these alliances have allowed IBM's customers to become technology partners in the new e-business world, and why IBM views alliances as one of the keys to the company's future growth. Gain a perspective on what makes these alliances work.

Session C

12 - 1:45pm

Luncheon Session

War Stories from a Veteran: Using Alliances to Accelerate Growth and Enter Emerging Markets

Michael J. Mulligan
Chairman and Chief Executive Officer
MapQuest.com, Inc.

Concurrent Sessions D1, D2 and D3

 

Session D1

2 - 3:30pm

Monitoring and Measuring Results

As the alliance portfolio grows, the ability to monitor and measure results becomes more critical. Alliances not only come in different flavors, covering non-equity and equity arrangements, but also in a variety of classes and groups that fill numerous gaps in the value chain, offer integrated products or services, and provide breakout platforms for the enterprise. All of these strategies require discipline in planning and monitoring of alliance results so as not to lose control of the process and strategy. Speakers in this session will share experiences and lessons learned in building an alliance portfolio, and measuring results.

Thomas J. Zelewski
Managing Director, oneworld Business Development
American Airlines, Inc.

Mr. Michael Grandinetti
Vice President - Marketing and Business Development
MarketSoft Corporation

Session D2

2 - 3:30pm

Managing the Alliance Portfolio

Once alliances have been successfully negotiated, the effort shifts to managing and monitoring the relationships. You?ll learn what strategies and mechanisms have proven effective in managing numerous alliances to achieve lasting value from the relationships. You?ll hear what it?s like to work as a manager in a firm that has formed numerous alliances. And, you?ll hear first-hand experiences of what happens when as companies try to impose their organizational culture, management system or style on the alliance portfolio and what has been learned in these instances. You will learn what works and doesn't work and what adjustments have had to be made to their organizational structure to manage a portfolio of alliances effectively.

Peter Stevens
Vice President, Marketing and Business Development
Sabre Business Travel Solutions
Sabre Inc.

Mr. David K. Payton
Managing Director, Strategic Alliances
FedEx Corporation

Session D3

2 - 3:30pm

Alliances as a Growth Engine: Linking Alliances to Corporate Strategy

Many companies are fueling their growth through an extensive and ongoing series of alliances. How have they done this? What kind of capabilities have they built in terms of identifying and targeting alliances to meet their organization's objectives and goals? What new skill sets and tools have they developed? Speakers, from leading companies in industries active in alliances, will share their experiences on how their organizations develop alliance strategy and where it fits into the planning process.

Joachim C. Bartels
Senior Vice President
Global Business Development
Dun & Bradstreet

Paget Alves
President
Sprint Business Sales and Sales Support
Sprint

3:30 - 4pm

Networking Break

 

Concurrent Sessions (E1, E2 and E3)

Sessions D1, D2 andD3 are repeated to give you an opportunity to attend another session.

Session E1

4- 5:30pm

Monitoring and Measurements

Session E2

4- 5:30pm

Managing the Alliance Portfolio

Session E3

4- 5:30pm

Alliances as a Growth Engine: Linking Alliances to Corporate Strategy

 

5:30 - 7pm

Networking Reception

Hosted by Booz, Allen & Hamilton Inc.

Friday, March 31, 2000

Session F

9 - 10:15am

Keynote Address

A View From the Top

Yotaro Kobayashi
Chairman of the Board
Fuji Xerox Co., Ltd.

In this session you will have the opportunity to learn how one of the world's leading companies has used alliances to grow, access capabilities, enter new markets, and reduce uncertainty without a significant investment risk. Mr. Yotaro Kobayashi , Chairman of the Board of Fuji Xerox Co., Ltd. will describe the history and development of his company, and the role alliances played. He will share the relationship Fuji Xerox has with Xerox and with Fuji Photo. And, he will discuss the alliances Fuji Xerox has formed in recent years, how they have affected the company, and how they have been managed.

10:15 ? 10:45am Networking Break

 

Session G

10:45 - 11:45 am

General Session

The Trillion Dollar Enterprise and Its Meaning

Cyrus Freidheim
Senior Vice President
Booz, Allen & Hamilton

Cyrus Freidheim, Senior Vice President of Booz Allen and author of the best selling book "The Trillion Dollar Enterprise," will share his unique perspective of the Global Competitive playing field and how it is rapidly changing. He will discuss the implications on companies choosing to go it alone in a world where partnerships and mergers are bringing together competitive forces and capabilities unheard in modern business history.

Mr. Freidheim will show that the move to the trillion-dollar enterprise has already started. He will discuss the impacts from this move on consumers, governing bodies and today's competitive structure. His book will be available at the conference.

 

Session H

11:45am - 12:30pm

General Session

Summary of Lessons Learned and Conference Wrap-Up

Alliance building and management is a true competitive advantage. Like other capabilities, they need to be developed and continuously improved. Hear a summary of the key tools and techniques, and the messages presented at the conference to take back to your company.

* * * * *

About The Conference Board

The Conference Board is the world's leading business membership organization, connecting companies in more than 60 nations. Founded in 1916, the Board's twofold purpose is to improve the business enterprise system and enhance the contribution of business to society A non-profit, non-advocacy organization, The Conference Board's membership includes over 2,800 companies and other organizations worldwide.

Why Our Meetings Are Different

For more than 80 years, The Conference Board has been providing senior executives from around the world with opportunities to share practical business experience. This focus on actual business experience, rather than theory, and a superior level of networking with peers are the distinguishing features of Conference Board meetings. The Conference Board's meetings are rated as one of America's leading speaking platforms for top management. More than 50 CEOs address the Board's 10,000 meeting participants each year.

About Booz·Allen & Hamilton

Booz·Allen & Hamilton is a global management and technology consulting firm committed to helping senior management of industrial, service and government organizations improve their performance and develop capabilities needed to compare and thrive in the global marketplace. Founded in 1914, it is a private corporation wholly owned by its partners. The firm offers technology and commercial business expertise where its multidisciplinary teams approach client assignments from a global perspective, yet each consulting approach is tailored to the specific needs of the client. Its strategic alliances practice works together with clients in selecting, building, deploying, and renewing capabilities --leveraging over 100 best practice elements culled from successful alliance leaders.

 
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