1995
Conference Agenda
The Conference
Board and Booz·Allen & Hamilton
Present
1995 Strategic Alliances Conference
Accessing Core Capabilities
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March 29-30, 1995
The New York Marriott Marquis New York City
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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.
Sincerely,
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
Honeywell
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
SVP, U.S.
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
IBM
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 -
Chairman
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
Motorola
Gene Slowinski
Director of Strategic Alliances Studies
Graduate School of Management Rutgers University
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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
Participants
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. |