1995 Conference Agenda

The Conference Board and Booz·Allen & Hamilton


1995 Strategic Alliances Conference

Accessing Core Capabilities

March 29-30, 1995
The New York Marriott Marquis New York City

Practical advice and lessons learned from companies most respected for their strategic alliance success.

o beyond common sense -- base your approach on research
o traps to avoid and how to avoid them
o why experience yields high ROI
o "leapfrog" the learning curve
o practical tools for global alliances


About this conference

Competitive boundaries are blurring as global markets connect disparate products, markets and regions, making all firms vulnerable to collaborative strategies and putting management under even greater pressure to act faster and smarter with fewer resources. Having the core capabilities required to succeed in a global economy is the competitive challenge of our time.

The number of alliances formed in the United States between 1987 and 1992 was 20,000, as compared to only 5,100 between 1980 and 1987, and 750 during the 1970's. Nearly 6% of the revenue generated by the top 1,000 U.S. firms now comes from alliances -- a four-fold increase since 1987. Strategic alliances between companies now have a track record that deserves your attention.

You will hear about this track record and how to create and sustain successful alliances at the 1995 Strategic Alliances Conference. This conference will show you the costs and benefits of alliances and, more important, what's required to yield the benefits. You will hear practical advice on how to negotiate, build and manage them. You will discover knowledge and experience that can help you "leapfrog" the learning curve and avoid repeating others' mistakes, and you will take home skills that can give your company a true competitive advantage.

Who should attend

A forum for thoughtful, stimulating discussion and sharing of ideas and approaches, this conference is specifically designed for senior operating executives, heads of planning and business development, and other functional executives currently involved or expecting to be involved in strategic alliance activity.


Ronald M. Cowin
Conference Program Director
The Conference Board

John Harbison
Vice President
Booz·Allen & Hamilton

Wednesday, March 29, 1995

Session A
9:00 am -10:00 am

Lessons Learned

An alliance is one of the most effective ways to access capabilities and markets without a significant incremental investment, as companies no longer have the resources or time to build the necessary capabilities themselves. However, alliances can be very complicated to initiate and negotiate, and they can become messy if implemented without due caution. In this session, Michael Bonsignore, the Chairman & CEO of Honeywell, will discuss the lessons learned from strategic alliances and offer you practical advice.

Michael Bonsignore
Chairman & CEO


Session B
10:30 am -12 noon

A Practical Guide for Successful Alliances:
Leapfrogging the Learning Curve

The number of strategic alliances in the U.S. is skyrocketing. However, European and Japanese firms are far more experienced at forming and managing alliances, placing U.S. firms at a disadvantage. Can the U.S. catch up? Leaders of BoozoAllen & Hamilton's alliances practice will tell you why some alliances succeed and some fail, the difference between simple collaboration and an alliance, and how companies can learn from the mistakes of others and improve their own odds for success. Based on a five-year study of nearly 1,200 alliances at 250 American companies, they will describe a step-by-step process for achieving successful alliances. They will also report the results of their 1994 survey of strategic alliance practices in Europe, Japan, Latin America and the United States -- contrasting the various approaches and results.

John R. Harbison
Vice President
Booz·Allen & Hamilton

Peter Pekar
Senior Advisor
Booz·Allen & Hamilton

Kevin Jones
Vice President
Booz·Allen & Hamilton


Session C
12 noon -1 :30 pm

Networking Luncheon and Speaker

The Trillion Dollar Enterprise

A forward look at how alliances will shape corporate structures in the next century.

Cyrus Freidheim
Senior Vice President and Vice Chairman
Booz·Allen & Hamilton


Concurrent Sessions (D, E & F)

Session D
1:45 - 3:15 pm

Initiating and Building Alliances: Selecting the Right Partner

As in other areas of life, picking the right partner is essential. Too often, companies are trapped in a bad choice and must react, instead of first identifying the needed capabilities and screening the fight partner. This panel session will reveal the perspectives of companies who have been through this process. Discussions will center on what knowledge, skills and tools are key to selecting the partner that will lead to a successful lasting alliance.

Margaret G. McGlynn
Merck & Co., Inc.

Matthew W. Segal
Human Health (Formerly AT&T)
Alliance Management Group

Wednesday March 29, 1995

Session E
1:45 - 3:15 pm

Initiating and Building Alliances: Negotiating Alliances Effectively

Negotiating an alliance is a great challenge, since the issues include objectives, strategies, structure, evolution, the roles of the parent companies, and "divorce" clauses. An essential element in the negotia-tion is a "tradables" analysis, focus-ing on the relative contributions of each partner and achieving an open understanding of each partner's expectations from the other. This panel will address tradables and share lessons learned from negotiat-ing alliances. You will find out who is involved in the process and how allowances are made to accommodate differences in management and organizational styles.

John Kalb
Division Director
Business Development Networks

Marilyn Hartig
Vice President, External Science & Technology
Bristol-Myers Squibb


Session F
1:45 - 3:15 pm

Initiating and Building Alliances: Building Cross-Border Alliances

A unique challenge for cross-border alliances is recognizing and accommodating the inevitable differences between partners. A panel of executives will discuss their perspectives of cross-border alliance building and where the U.S. stands in forming such relationships.

Jose Luis Ballesteros
President and CEO
Grupo Synkro, S.A. De C.V. Petroleos De Venezuela S.A.
- and -
Kayser-Roth Corporation

Claus H. Graf
Vice President

Concurrent Sessions (G, H & I) -- Initiating and Building Alliances

Concurrent Sessions D, E and F will be repeated to give you an opportu-nity to attend another session on initiating and building alliances.

Session G
3:30 - 5 pm

Selecting the Right Partner

Session H
3:30 - 5 pm

Negotiating Alliances Effectively

Session I
3:30 - 5 pm

Building Cross-Border Alliances


Session J Networking Reception
5 - 6 pm

Hosted by Booz·Allen & Hamilton

Thursday March 30, 1995

Session K
8:30 - 9:30 am

A View From an Alliance Leader

Alliances demand flexibility in your company's structure, culture, management systems and processes.

Corning has had more success in using alliances to grow a series of multibillion dollar businesses than anyone else. Coming was rated number one in a recent survey conducted by BoozoAllen & Hamilton, identifying the most respected practitioners of strategic alliances. One of the frequently cited success story is SIECOR, the alliance in fiber optics between Siemens and Corning. As a senior executive who is responsible for SIECOR, Jim Cooke will share Corning's experiences and lessons learned.

James R. Cooke
VP Finance & Strategic Planning
Opto-Electronics Group
Corning Incorporated

Session L
10 - 11:30 am

Managing Alliances Effectively

Once an alliance has been success-fully negotiated, the effort shifts to making the partnership work. Many well conceived alliances falter at this stage because managing the alliance is more difficult than anticipated. You will learn what strategies and mechanisms have proven effective in managing alliances and in achieving lasting value from the relationship. You will learn what it's like to work as a manager in an alliance. You will hear just what happens when parent companies try to impose their cultures, management systems and styles on the alliance, and become too involved in day-to-day decisions, or neglect the relationship all together.

William Spencer
Corporate VP, Director of Strategy

Gene Slowinski
Director of Strategic Alliances Studies
Graduate School of Management Rutgers University


Session M
11:30 am -12:15 noon

Developing Alliance Skills and Conference Wrap-Up

Alliance skills are an asset, a true competitive advantage. Like other skills they need to be developed and continuously improved. In this session you will find out what com-panies are doing to systematically build and strengthen their alliance skills.

Ronald M. Cowin
Conference Program Director
The Conference Board

John Harbison
Vice President
Booz·Allen & Hamilton

12:30 - 1:30 pm Luncheon for Optional Roundtable

Session N
1:45 - 3:45 pm

Optional Roundtable Discussion Groups

These roundtables offer an opportunity to discuss some of the key issues concerning alliances with fellow attendees and conference session leaders and speakers. They provide an informal yet structured means of exchanging ideas and addressing individual questions and issues. Attendance is limited to small groups. Special advance registration is required at a separate fee.

N1 - Newcomers to the Alliance Game: "The How, What and Who?"
John Harbison--Discussion Leader

N2 - Revitalizing/Strengthening Current Alliances
Kevin Jones--Discussion Leader

N3 - Selecting the Right Alliance Partner
Cyrus Freidheim--Discussion Leader

N4- Negotiating Alliances Effectively
Peter Pekar--Discussion Leader

N5- Managing Alliances Effectively
Gene Slowinski--Discussion Leader

* * * * *

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 man-agement 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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