1997 European Conference Agenda

The Conference Board and Booz·Allen & Hamilton

Present

The 1997 Strategic Alliances Conference in Europe:

Capturing the Value of Alliances

20 - 21 October 1997
InterContinental Hotel, London

Hear the latest thinking and lessons learned on:
· Building cross-border and global alliances
· Managing on-going relationships effectively
· Renewing and revitalising alliances
· Ending alliance relationships at the right time
· Institutionalising alliance capabilities

Dear Internet Web-Surfer:

Strategic alliances are a way of life for an increasing number of
companies. They represent one of the most cost-effective ways for
companies to access capabilities and new markets, to grow and compete,
without a significant investment risk. Alliances are fast becoming a
critical part of business strategy and structure. Todayís competitive
requirement is being the best at capturing the value of alliances.

This conference speaks to the specific actions companies take to design,
build and sustain value-added strategic alliances. From experienced
practitioners and consultants, you will hear the lessons they have learned
in the process. To help you succeed and avoid potential pitfalls, they
will share with you what they have discovered works and what hasnít.

Who will benefit most from this conference? Senior executives responsible
for getting the expected results from alliances and those wanting to get
more than expected.

Register today for this timely and valuable program. We look forward to
you joining us and your fellow colleagues in London on 20-21 October 1997.

Sincerely,

Ronald M. Cowin
Conference Program Director
The Conference Board

John Harbison
Vice President
Booz·Allen & Hamilton

Monday, 20 October 1997

Session A: 13.00 - 14.00
Keynote Address
An Executive Viewpoint

Strategic Alliances are one of the most effective ways for companies to
access capabilities and new markets. However, successful alliances are
difficult to achieve and unsuccessful alliances can be costly. Hear the
Chairman of British Areospace, and former Chief Executive of SmithKline
Beecham, give his perspective on why alliances don't happen more
frequently and on the challenges to designing, building and sustaining
successful ones.

Robert P. Bauman
Chairman
British Aerospace PLC

Coffee Break: 14.00 - 14.15

Session B: 14.15 - 15.30
General Session
Pointers to Success: What Weíve Learned

Here how to:
· Build cross-border and global alliances
· Manage on-going relationships effectively
· Renew and revitalise alliances
· End alliance relationships at the right time
· Institutionalise alliance capabilities

John R. Harbison
Vice President
Booz·Allen & Hamilton

Martin Waldenstrom
Senior Vice President
Booz·Allen & Hamilton

Coffee Break: 15.30 - 16.00

Session C: 16.00 - 17.00
Building Cross-Border and Global Alliances
International alliances offer particular benefits but also specific
challenges. If structured and managed in an effective way, a cross-border
alliance with global scope can provide partners with large and rapid gains
in market access, cost position, technology skills, and service/product
offering. At the same time, however, delicate and potentially destructive
cultural, communication and organisational issues need to be resolved. A
Chief Executive with unique experience and expertise in this field will
discuss best practices and lessons learned from building and managing
innovative and far reaching international alliances.

Marilyn Carlson Nelson
Vice Chairwoman, Chief Operating Officer
Carlson Companies Inc.

Networking Reception: 17.15 - 18.30
Hosted by Booz Allen & Hamilton

Tuesday, 21 October 1997

General Session D: 0900 - 1000
Another View From The Top
The Chairman of Research and Development for SmithKline Beecham
Pharmaceuticals, will discuss "Alliances and Managing Radical Technological
Change in Healthcare."

George Poste
Chief Science and Technology Officer,
SmithKline Beecham
and Chairman, Research and Development
SmithKline Beecham, Pharmaceuticals

Coffee Break: 10.00 - 10.30

Concurrent Sessions (E1, E2 and E3)

Concurrent Session E1: 10.30 - 11.45
Managing On-Going Relationships Effectively
Successful alliances require a sound implementation plan. More often than
not, the critical work starts after contracts have been signed. In this
session, hear how to avoid the pitfalls of implementation and how to manage
the on-going relationship effectively.

Han J.A. de Ronde
Alliance Development Manager
Corporate Strategy
Philips International B.V.

Lou Speer
Director, India Business Development
Ford Motor Company

Concurrent Session E2: 10.30 - 11.45
Renewing and Revitalising Alliances
From time to time alliances run out of momentum and require renewal. These
situations can be risky since a challenge by either partner of the status
quo can destabilise the relationship or be misinterpreted. Not with
standing the risks, renewal through changing ownership, scope,
organisation, strategic direction or operational program can sometimes be
essential. Speakers in this session will discuss their approach to
revitalising alliances.

Rainer Butz
Director, Strategic Alliances
DHL Worldwide Network S.A./N.V.

Wolf-Dieter Siebert
Vice President
Corporate Development
DaimlerBenz AG

Concurrent Session E3: 10.30 - 11.45
Ending Alliance Relationships at the Right Time
A lot of effort and resources are invested in alliances during the
discussion, planning, implementation, and management phases. Despite all
of these efforts, sometimes alliances turn sour or are overcome by a turn
in events. From experienced executives, learn how to identify when an
alliance has lost its usefulness, and how to end the alliance at the right
time.

Torsten Kreindl
Head of Main Department
Broadband Cable, Networks and Services
Deutsche Telekom AG

Session F: 1200 - 1300
Luncheon

Concurrent Sessions (G1, G2 and G3)
Sessions E1, E2, and E3 are repeated to give you an opportunity to attend
another session .

Concurrent Session G1: 13.15 - 14.45
Managing On-Going Relationships Effectively

Concurrent Session G2: 13.15 - 14.45
Renewing and Revitalising Alliances

Concurrent Session G3: 13.14. 14.45
Ending Alliance Relationships at the Right Time

Coffee Break: 14.45 - 15.00

General Session H: 15.00 - 16.00
Institutionalising Alliance Capabilities

Review and discuss techniques for:
· Creating an information network to transfer skills
· Designing organisational solutions to embedding an alliance capability
· Transferring alliance skills through training

Robert Longenecker
Vice President of Transportation
United Parcel Service - Europe

General Session I: 16.05 - 16.30
Conference Summary & Wrap-Up
Receive an executive summary of the key messages presented at the
conference to take back to your company.

Booz Allen & Hamilton
and
The Conference Board

* * * * *

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.