1999 Conference Agenda

The Conference Board and Booz·Allen & Hamilton

Present

The 1999 Strategic Alliances Conference:
Integration Planning & Implementation

April 22-23,1999
The New York Hilton & Towers
New York City

Topics to be covered include:
o Implementation Best Practices
o Implementing Equity and Non-Equity Alliances and Joint Ventures
o Mergers as a Growth Engine
o Post Merger Integration
o Transition Teams and Leadership

The keynote speaker for our fifth annual conference on strategic alliances is Gerald Greenwald, Chairman and CEO of United Airlines.

Dear Interested Web Surfer:

Alliances and mergers are booming. They have become an essential part of corporate strategies to achieve top-line growth, higher profitability and enhanced business franchise. Corporations are beginning to do a credible job selecting and negotiating these strategic relationships. Still, too many ventures fall short of expectations due to weak integration planning and implementation; the principal reasons for alliance and merger failures.

Through a series of case studies and interactive sessions, you will receive the latest in thinking about implementation tools: such as, alliance structures, organizational designs, and governance issues. Find out how senior managers at leading companies have formed and implemented a wide range of business combinations. Listen to personal experiences that go beyond ad-hoc transactions to a well-established set of implementation skills and processes. Learn how top-rated companies have developed the capability to leapfrog their competitors and increase significantly their company's success rate at alliances and mergers.

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.

We look forward to seeing you in New York.

Sincerely,


Ronald M. Cowin
Conference Program Director
The Conference Board

John Harbison
Vice President
Booz·Allen & Hamilton

Thursday, April 22, 1999

Session A Keynote Address
9:00 a.m. - 10:00 am
A View From The Top

The Airline Industry is at the forefront of embracing the criticality of
alliances to secure the future. United Airlines has led the industry in the formation of the STAR alliance ­ fundamentally changing the nature of competition and forcing competitors to form their own alliances. But, as you will hear from United's CEO, the process of implementing a global alliance of world renowned air carriers is a complex, ongoing challenge.

Gerald Greenwald
Chairman and Chief Executive Officer
United Airlines

10 ­ 10:30 am Networking Coffee Break

Session B
10:30 a.m. - 12:00 p.m. Best Practices in Implementing Alliances and Mergers

Leading companies achieve success in their alliances and mergers 80% of the time. The rest are lucky to succeed half the time. Why? What are the critical best practices? What are the keys to success?

Information presented in this session will be based on the extensive research, surveys and client experience of BoozoAllen & Hamilton. Speakers will address two principal challenges:

Managing the mechanics of implementation and integration
getting the new business up and running
capturing the value from the deal
keeping the businesses running while implementation is happening

Addressing the strategic leadership questions:
Now what?
How will this new entity compete in the future?
How will it use its new capabilities as tools to change the way its industry does business?
How will it develop leaders who can accomplish these goals?

Speakers will elaborate on Booz,Allen & Hamilton's VAL-ue framework: Vision, Architecture and Leadership, coupled with Understanding and Execution. They will share best practice frameworks, lessons learned and case studies.

John Harbison
Vice President
Booz·Allen & Hamilton

Peter Pekar
Senior Advisor to
BoozoAllen & Hamilton

Session C
12:00 noon - 1:45pm Luncheon Session

War Stories from a Veteran

W. Patrick Campbell
Executive Vice President
Corporate Strategy and Business Development
Ameritech

Concurrent Sessions D1, D2 and D3

Session D1
2 - 3:30pm Implementing Non-Equity Ventures

The majority of alliances in the United States share information, resources or funding, but stop short of equity participation. Integration planning tends to be less involved and less complex compared to equity ventures. Too often, the lower stakes cause important implementation issues to be overlooked, resulting in disappointing outcomes.

Speakers in this session will discuss the requirements for implementing successful non-equity alliances. Topics to be covered include:
Financial, contractual, technical, and cultural problems with making integration happen
Methodologies used to realize objectives
How to monitor performance and make ongoing refinements in response to market forces and changing circumstances.

David C. Ladner
Director of Alliances, Corporate Marketing
United Parcel Services

Joseph Perszyk
Director, Strategic Alliances
Unisys Corporation

Session D2
2 - 3:30pm Implementing Equity Joint Ventures

Equity based alliances present a unique set of challenges. They are the most exhausting to negotiate, and the most difficult to implement. Success requires detailed integration plans that cover topics as diverse as roles, management team and structure, contingency plans, conflicts of interest, and divorce clauses.

Speakers in this session will:
Share first-hand experiences and case studies from several important equity alliances
Present lessons learned on implementation from the perspectives of executives at the heart of making successful transactions
Describe best practices and pitfalls to avoid

Thomas V. Kissinger
Vice President, Alliances & New Ventures
Global Planning & Analysis
MasterCard International

Session D3
2 ­ 3:30pm Mergers as a Growth Engine

Some companies have fueled their growth through an extensive and ongoing series of mergers. How have they done this? What kind of capability have they built in terms of implementation?

In this session, hear:
The results of a recent study of shareholder value creation at more than 1,300 large publicly traded companies
Case studies of those in the top 10% of shareholder value creation who achieved these results using acquisitions as their primary growth engine
Speakers from leading companies in industries active in mergers share their perspectives

Stephen W. Behm
Vice President, Strategic Alliances
Cisco Systems, Inc.

James R. Tennant
Chairman of the Board and Chief Executive Officer
Home Products International, Inc.


3:30 ­ 4pm Coffee Break

Concurrent Sessions (E1, E2 and E3)
Sessions D1-D3 are repeated to give you an opportunity to attend another session.

Session E1
4­ 5:30pm Implementing Non-Equity Ventures

Session E2
4­ 5:30pm Implementing Equity Joint Ventures

Session E3
4­ 5:30pm Mergers as a Growth Engine

5:30 ­ 6:30pm Network Reception
Hosted by Booz·Allen & Hamilton Inc.

Friday, April 23, 1998

Session F
9 ­ 10am General Session

Managing the Merger Implementation and Integration Process

A senior executive from Chase Manhattan Bank will share perspectives and
lessons learned on the challenges and requirements of post merger
implementation. Learn about merger integration in terms of policy,
process, people, communication, change management and leadership. How do
you ensure the integrity of the merger commitments and work as a team to
deliver the expected results? What are the human resources issues and how
can they addressed?

Thomas J. Letarte
Managing Director and Group Head
Management Consulting Center
Chase Manhattan Bank

10 ­ 10:30 am Networking Coffee Break

Session G
10:30 - 11:30 am General Session

The Art of Transition Teams and Leadership

Alliances, acquisitions and mergers are a time of uncertainty and anxiety for the employees who are part of the new entity. Active involvement and speedy decision-making are critical, along with clear leadership from the top.

In this session, the leader of the DowBrands Integration Team will share a case study and lessons learned from S.C. Johnson Wax's acquisition of DowBrands.

Patrick J. O'Brien
Vice President and General Manager
Home Storage
S.C. Johnson Wax

Session H
11:40am - 12:30pm
General Session

Summary of Lessons Learned and Conference Wrap-Up

Implementation capabilities are an asset, a true competitive advantage. Like other capabilities, they need to be developed and continuously improved. Hear a summary of the key implementation tools and techniques, and messages presented at the conference to take back to your company.

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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.