Thursday, April 28, 2016

Corporate Goes Agile at FEI 2016: Corporate/Startup Partnerships

Large organizations are under fire to be more agile- but that's easier said than done for an innovation team entrenched by bureaucracies and red tape.

FEI 2016 is here to help by bringing you a jam packed itinerary live from the head office of MassChallenge Accerator, where you'll experience corporate/startup partnerships in action, followed by a special startup mixer with corporate innovation leaders and MassChallenge Alumni startups.
Building a Startup Environment In-House:

Corporate Goes Agile

Iterating on the model forged by independent accelerators and incubators, leading corporate innovation units have built working environments structured to accelerate the growth of internal product teams and external startups. Learn how 5 corporate innovation leaders changed the culture of their organizations through physical, strategic, and programmatic engineering.

·         Vijay Patel - Director, Strategic Partnerships & Innovation (Digital) @ CVS Health
·         Rick Rundell - Senior Director, Technology and Innovation Strategist @ Autodesk
·         Lauren Van Heerden - Chief Innovation Officer @ Brookstone

Build, Barter, or Buy: The Ultimate Dilemma

As startups flourish in every industry, corporate innovation and development teams are being asked to make difficult decisions on how to engage with these disruptors. This conversation will focus on how four experienced innovation leaders make decisions on new technologies and services that could drive investment returns, launch new company verticals, or enhance current business lines.

·         Luba Greenwood - Vice President, Global Mergers and Acquisitions and Business Development @ Roche Pharmaceuticals
·         Sam Bastia - Executive Director, Strategy, Planning, and Innovation @ Verizon
·         Rishi Daing - Vice President, Innovation and Emerging Brands @ PepsiCo

The afternoon at MassChallenge is just one way FEI empowers and facilitates real life exploration to innovative Boston companies. Check out the field trips to Samuel Adams Brewery and Fidelity Labs:

Download the brochure for the full program:

Use code FEI16BL for $100 off the current rate. Buy tickets here:

All the best,

The FEI Team


Tuesday, April 26, 2016

Fruitful Failing - Are You Using These 6 Rules?

"Success is nothing more than a few simple disciplines, practiced every day." 
- Jim Rohn

One of those disciplines is Fruitful Failing.  Incorporate these 6 rules into your product development efforts and you'll be on your way to success.

1. Practice being curious about why things fail.  Ask questions, observe, taste, feel, smell.  If you can’t explain something in the failure, if something seems odd, follow up!  (This is more of a disposition than a step in a process.) 

2. Can this failure actually be used?  In other words, is it truly a failure? Maybe it's an entirely new entity - what alchemists would call a tertium quid.

3. Can some aspect of the failure be used?  If the failure doesn't result in something totally  new, perhaps there is a subsystem/component that is useful in its failed form.

4. What did I do? How did I get here?  Understand the full width and breadth of what was done to create the failure.  Look at the ingredients that went into the failure, the tools and fixtures, the timing, the context/environment.  Understand what truly caused the failure. (In contrast to Rule #1, this is investigation and analysis.)

5. Document it!  Jot it down, put it into your phone, take pictures, make recordings. At the very minimum, commit what you can to memory.  Be conscious about remembering what happened so that it doesn’t happen again.

6. Can you recreate the failure?  At the end of the day, we should be able to recreate the failure.  If we can’t recreate it, we didn’t understand it. In that case, go back to Rules #4 and #5.

"I've failed over and over and over again in my life and that is why I succeed." 
- Michael Jordan

Michael Plishka is the President of ZenStorming(TM), a design and innovation consultancy.  He can be reached at

Creating a Culture of Innovation: The Where, How, and Why

This post was originally published on

By Natasha Kennedy, Senior Vice President, Strategy Research and Matt Roddan, Vice President, Employee Research

A company doesn’t have to be the driving force behind one of the year’s most fascinating to demonstrate innovation, but to foster employee engagement workplace innovation must be a part of the organizational DNA. According to our research, 59 percent of HR managers say innovation is critical to business success, yet only about one-third of organizations are focused on creating an innovative culture.

Yet, any employee, in any role can harness innovation to make a difference in the company and brand. They simply have to know where, how, and why.

The Where

First we have to clear up the ambiguous, often intimidating, definition of what it means to innovate. We define innovation as doing things differently to produce better, more efficient, and valuable outcomes for the evolving needs of your business and your customer base. A common foundation that underpins successfully innovative organizations, such as these is the fostering of a culture of innovation that brings out the best in employees. They encourage disruption to the status quo and challenge employees to bring about change.

Innovation can occur on a large or small scale. It can be as simple as making a process easier, saving money with a new solution, or finding a way to make a task more productive. In other words, innovation is not limited to one group, job, or department; it can occur anywhere within the organization. The key to creating a culture of innovation is to make innovation a part of everyday work life.

Employees need to understand that they are permitted to think about making things more agile and they should consider ways to disrupt the norm.  Employees feel challenged, engaged and valued when they are encouraged to innovate, which positively impacts performance and job sustainability.
The How

Companies can foster new ideas by providing employees with time to innovate. Managers should encourage out-of-the-box thinking and challenge employees to find new ways to approach common issues. By encouraging innovation and advocating collaboration among groups and across teams, new and exciting ideas have the opportunity to take root. Put incentives in place to motivate employees. Hold employees accountable and reward the effort rather than the outcome. The goal is to create an environment for growth and change. While not all ideas will prove fruitful, an environment where employees feel free to think and create will foster engagement.

The Why

Innovative ideas can take a company to the next level, foster relevance, and create an environment where employees are excited and enthusiastic to work. Take sportswear manufacturing company Nike as a stellar example. To foster innovation, all Nike employees work within a framework called “The Nike Maxims.” We’ve highlighted four of the maxims making it clear that innovation is a priority:

·         It is our nature to innovate
·         Simplify and go
·         Be a sponge
·         Evolve immediately

By introducing these maxims to new hires from day one, employees know exactly what is expected of them, and they understand the importance of innovation in the workplace.  

There is a definitive link between innovation culture and employee engagement.  Engaged employees tend to be loyal and committed and will advocate for the brand. When engaged employees are also encouraged to innovate and when the very culture of the organization commends new ideas, the result can lead to significant impact on business performance.

For more information on ways to create a culture of innovation, download our whitepaper“Creative Employee Engagement Through Innovation.”

Thursday, April 21, 2016

FEInsights: The Challenge of Change

By: Howard Tiersky 

It’s not crazy to think that today’s large, pre-internet enterprises might be doomed. A digital tidal wave of change is sweeping the world, and startups and tech companies keep out-innovating previous industry leaders. It can sometimes feel like today’s global giants are like Gulliver the Giant, being strapped to the ground by the tiny people around him.

You may well be struggling right now to drive some sort of change, innovation, or digital transformation within your organization. Why is it so hard? And what’s the secret to getting big companies to successfully transform?

Did you know, it takes an aircraft carrier nine miles to turn around. That’s a pretty big distance. And for the carrier to turn around that quickly, it causes a lot of disruption, throwing waves and creating a lot of noise. If you’re on that ship, you’re hanging out at a pretty steep angle, probably some people are getting seasick.
If you’ve ever remodeled your kitchen you know that the disruption it creates can be truly awful.
The bottom line is, change is uncomfortable.
Even if the result of the change sets us up for a great future, most people don’t warm up to it quickly.

As an innovator, you might have a blind spot in understanding the idea that most people are averse to change, because you probably like to change! You have to remember that you’re in the minority, and to make change happen, you’ll need to influence the majority (who don’t have the natural enthusiasm for change that you do.)

And it’s critical that you do influence the majority, because it isn’t just that people don’t like change, they actively resist it. They create rationalizations that it isn’t needed, warn against its dangers and, if a change is approved, will go so far as to sabotage it. Why? People fear change that will threaten their jobs. For company management, who have built their empires using the status quo, progress doesn’t sound great in comparison.

I learned this the hard way while working with Blockbuster. Ten years ago, when they were in their prime, my team and I were asked to help lead a digital transformation effort to define the future of their business. The vision that we crafted looked a lot like Netflix looks today, including on-demand video and original programming. But the people in charge of the stores, who held most of the power, were very resistant. They believed the key to the future was to invest in and improve the store experience. Without their support, the change couldn’t succeed. The transformation died and, unfortunately, Blockbuster along with it. 

The upside? My team and I learned many things during this process that has enabled us to help other companies avoid similar fates.

So, if people don’t like change, but change is essential to survival, how do you get them to change?

To successfully drive change, you need to:
1.      Create a burning platform for change, so that failing to change is more painful than the change itself.
2.      Create a compelling vision of the future, after the change is complete.
3.      Give people the confidence that they will be successful
4.      Give people the opportunity to help create the change, and not be a victim of it

IIR has asked me to talk to you about digital transformation at the Front End of Innovation Conference in Boston this May, because of the work from has done in helping large enterprises achieve successful, ambitious digital transformation projects. At the conference we’ll be providing a lot more detail around how to execute on these strategies as well as other challenges to enterprise innovation.

I’d love to hear your biggest challenges in this area – leave them in the comments! And if you connect with me on Twitter (@Tiersky) or send an email, I’ll send you a discount code to use for your Front End of Innovation conference registration.

About the Author: Howard Tiersky is a Digital Transformation Consultant, Keynote Speaker, and Founder of FROM, The Digital Transformation Agency. FROM helps clients develop and optimize digital experiences for shopping, banking, travel and entertainment – online, on location, and everywhere you need to be to engage the next generation of digital consumers.

Tuesday, April 19, 2016

Innovation Interview: Every Customer Pain Point is an Opportunity for Growth

In our Innovation interview series, each week we talk to thought leaders, inspirers, and innovators in the industry to pick their brains about the state of innovation, trends, and what’s in store for the future.

This week we caught up with Christina Gerakiteys, CEO & Creative Director, Ideation at Work. Check out our interview with her below:

Why is customer-centered innovation so important now more than ever?

Gerakiteys: In an internet connected world, where we are moving more and more to services in many countries, and away from manufacturing as we know it, smart businesses can develop a global customers set. In order to attract the interest and trust of customers we need to find the cohort that we can best serve. 

At every customer pain point, there is an opportunity for innovation. Identify what you can do to make your customers' lives easier/better/more profitable, and you have a service or product that is marketable. A close study, where you observe your client, walk in the shoes so to speak, will soon have you discovering where they pause/grimace/guess what to do next. Eliminate that problem and you are being customer-centered. It is also good customer service.

Identify a gap in the market and you have version two of customer-centricity. This is what happened when Seniors Housing online went searching for aged-care accommodation for their father. They couldn’t find the information they were looking for quickly and easily, so they created a website and business around a gap in the aged-care market. Check them out...

How can a company create a culture of innovation?

Gerakiteys: This is at the same time the easiest thing and the hardest thing to do. There is a plethora of research (Terese Amiable, Dan Pink) that has proven in order to create a company culture of innovation, you must truly engage your workforce, and to do that you need to empower them. What does that mean? It means giving them permission to do things. Notably; 1. Try new things 2. Feel safe failing a number of times in order to realize success.

In all my research around this and in my personal experience, the saying “The fish stinks from the head down” is 100% accurate. To have a truly engaged workforce you must firstly all be 'singing the same song’ or as Jim Collins puts it, ‘all be on the same bus’. Aligned vision and values are paramount to an innovative workplace. Whenever we are asked to work with an organization to increase their creative and innovative capacity, we start with vision and values. 

In exceptionally productive organizations, there is a tendency to a more horizontal form of leadership structure. Salim Ismail’s book Exponential Organizations is a case study affirming this is the way productive and successful organizations should and will operate into the future. But even before that, in the 90’s, we can look to companies like Semco to see the growth and success horizontal management structures and self- regulation can have. I suggest taking a look at the YouTube resource, The Caring Capitalist.

Why is intrapreneurship key to innovation?

Gerakiteys: In my business, we refer to intrapreneurship when we are dealing with larger organizations and government agencies or services such as education, health, councils etc. If we take innovation at its basic definition, “small useful change”, I cannot think of one element of life to which this does not apply. Successful organizations reward their employees for their contributions of new ideas, products or services. And that reward is not necessarily monetary, it may be a share scheme or simply recognition from colleagues and direct line managers. 

Companies such as Google and 3M have benefitted greatly from intrapreneurship and the practice of giving employees time during their working hours to solve problems, be customer- centered or dream up new and better concepts. In order to keep employees engaged and motivated, allowing intrapreneurship is crucial. Just as fortuitous is the fact that everyone doesn’t want to be an entrepreneur or intrapreneur. We need followers and doers and specialists in order to make the dreams and ideas of entrepreneurs and intrapreneurs actionable and achievable… 

Want to hear more from Christina? Attend FEI – Front End of Innovation - a global event brand that has become the annual meeting place of the most seasoned innovators across the globe. Established in 2003 in the US and 2007 in Europe, the FEI event has sustained a rich history of success with corporate innovators, entrepreneurs, academics and thought leaders with events in cities across Europe, including Munich, Vienna, Amsterdam, Berlin, Copenhagen, Zurich and Monte Carlo. To hear Christina speak at FEI and learn more about the conference, click here:

Monday, April 18, 2016

Set the Stage for Innovation with former Pixar SVP of Technology, Greg Brandeau

Greg Brandeau, former SVP of Technology, Pixar and EVP & CTO, The Walt Disney Studios recently sat down with Innovation Leader for an interview prior to delivering his keynote address at FEI: Front End of Innovation.

When asked about leaders setting the stage for innovation, Brandeau had said leaders "see themselves as stage-setters or context creators. They hire a bunch of smart, diverse people and let them have at it. It's not that the leader has the idea of what to do; the vision is an emergent property of the organization."

See the full interview here:

He'll continue on the topic of Leading Innovation on the keynote stage at FEI: Front End of Innovation next month. Join us as he reveals the culture and leadership styles behind some of the most successful, innovative companies.

In addition to Greg, you'll be inspired by innovation experts like:

·         Vijay Govindarajan, Thinkers 50 Winner and Best-Selling Author, Reverse Innovation on The Three-Box Solution Strategy for Leading & Executing Innovation
·         Alexa Clay, Culture Hacker & Innovation Strategist, The League of Intrapreneurs on How Ingenuity on the Fringe Will Shake Up Mainstream Innovation
·         Karen Hershenson, Leader, clay street project, Procter & Gamble on Innovation from the Inside Out
·         Dan Heath, Best-Selling Author, Made to Stick & Decisive, on Making Smarter Decisions

And more!

Download the FEI: Front End of Innovation brochure for the full agenda and session descriptions:

Company-wide innovation begins with great leadership. Join us at FEI 2016 to uncover what you need to create and lead a team where innovation thrives.

Use code FEI16BL for $100 off the current rate. Buy tickets here:

All the best,
The FEI Team

Tuesday, April 12, 2016

The Inherent Value of Creating an Innovative Company Culture: Three Ways to Get Started

By: Allison Boccamazzo

Organizations today are challenged with competing in an age where once tried and true strategies no longer have the same lasting power. For example, long gone are the days where benefits or even pay satisfy top performing employees. Similarly, traditional advertising or even the quality of a product no longer influence customers’ key purchasing decisions. Today, we live in an age where organizational culture—specifically, a culture of innovation—is believed to be the last (and greatest) differentiator among enterprises.

In creating a culture of innovation, business leaders direct all behaviors, beliefs, values, actions and policies towards a commitment to continually create new value within their organization. Creating such a culture is advantageous for many reasons. For example, it enables organizations to:

·         Satisfy next-generation customer needs: This cultural transformation allows organizations to become more attuned to and connected with their customers, enabling them to better anticipate and satisfy specific needs. This is a vital ability in today’s market where R&D processes are unfathomably long and costly, and product failure rates equally high. Valuable products are created for customers based on changing insights, habits and preferences; the same goes for processes and procedures created to enhance customer-facing interactions. This is ultimately what will create memorable experiences and convert first-time buyers into loyal brand advocates.

·         Increase financial savings/return: Research shows a clear connection between financial performance and organizational culture. In fact, findings from Strategic Asset Management Inc. show that investments in such things as initial evaluations, behavioral coaching and information management exponentially increase production volume and, subsequently, decrease operational expenses (up to 20 percent). The renewed focus and understanding of an organization can translate into tangible savings.

·         Onboard and retain top talent: It’s common knowledge that an organization’s top performers will hit a glass ceiling and leave unless they are engaged with to their highest potential. By creating a culture of innovation, leaders can make these prized individuals an integral part of their organization’s innovation movement. The end result is a healthy, symbiotic relationship; by harnessing these employees to their greatest value, they will in turn produce maximum value for their company.

The benefits of creating a culture of innovation are clear; however, doing so can be challenging. In fact, business leaders recently surveyed by Deloitte listed culture, engagement and employee retention as their greatest challenges for 2016. Below are three ways that business leaders can sidestep these challenges and successfully get started:

·         Start from the top: First and foremost, innovation must be accepted and understood by the executive team. Too often, the C-suite demands innovation from its teams without truly knowing what that means or the implications it will have for the organization. For example, embracing innovation will require business leaders to make changes—be it a change in their mindset, behaviors or existing business model. Leaders must be willing to make any changes necessary and remain a pillar for all others in the organization.

·         Create multidisciplinary innovation teams: By helping employees embrace innovation and ideas that are outside of their current paradigm or business model, organizations can work against departmental siloes and build lasting relationships. To this end, organizations should build multidisciplinary innovation teams that are dedicated to effectively leading all innovation efforts. These teams, which can consist of an organization’s top performers, can teach others new techniques and encourage new ways of thinking so that desired outcomes can be achieved.  

·         Financially invest: Nearly 70 percent of executives surveyed last year by advertising firm Gyro said they will make short-term financial sacrifices in order to cultivate long-term employee and customer relationships. This investment could be in the form of sending employees to various workshops and conferences, for example, or hosting special team luncheons. For Tony Hsieh, CEO of online retailer Zappos, this was in the form of offering new hires $2,000 to quit their jobs after one week in order to ensure employees truly loved their jobs and were committed to the organizational culture.

Successful companies understand that culture and innovation go hand in hand. In fact, execs cited both innovativeness and organizational beliefs as more important than market dominance, according to Gyro. So, are you ready to get started?

Thursday, April 7, 2016

Innovation Interview: The Ability to Execute Brings Innovation to Life

In our Innovation interview series, each week we will be talking to thought leaders, inspirers, and innovators in the industry to pick their brains about the state of innovation, trends, and what’s in store for the future.

This week we caught up with Lisa Maki, co-founder and CEO of PokitDok. Check out our interview with her below:

Why does inspiration need execution when it comes to innovation?

Maki: The ability to execute brings innovation to life. For example, we were inspired by the idea of allowing consumers to shop, book and pay for treatment over the Web. To inspire our prospective customers, we didn’t build a demo - we actually designed and implemented our own solution to show them how it could work. Now medical centers like St. Vincent’s Healthcare are incorporating this ecommerce framework into their imaging business. It is a white labeled marketplace wrapped around their own brand. These experiences would never be possible without strong execution.

Why are large organizations under fire these days to be more agile and opportunistic in their approach to innovation?

Maki: Especially in healthcare, new emerging entrants are out-maneuvering large established vendors who are often slowed down by legacy solutions and channel commitments. Companies like Xerox, who have strong entrepreneurial instincts, are finding ways to leverage the speed, culture and assets of those new emerging entrants to accelerate their own innovation.

Why is customer-centered innovation so important now more than ever?

Maki: Getting to the heart of what keeps your customer up at night is vital to understanding where to channel your innovation efforts.  

It is also about giving customers the tools to create their own innovations. We’re seeing this play out in the nearly 4000 applications that have been built using our Application Programming Interfaces (APIs). These software developers are creating and delivering better healthcare experiences to consumers in ways we hadn’t even imagined. If you ever call DoctoronDemand for a telemedicine visit, you’ll experience this first hand.

How can a company create a culture of innovation?

Maki: Recognize that success flows directly from the individuality of everyone on the team. Hire original minds of highly intelligent people to foster collisions throughout the organization, such that the resultant ideas have value greater than the sum of the contributions.  Create budget and culture for individuals and teams to innovate in the organization where decisions and execution can happen faster, even if it’s just 10% of each department’s budget to spend on new ideas.

Why is intrapreneurship key to innovation?

Maki: You don’t have to be a venture-backed startup to innovate. It can happen within a corporation that’s open to change and employs polymaths who should expect their contributions to be debated and refined.

How can large organizations keep the pace & creativity of startups?

Maki: Commit actual budget toward innovation each year.  Choose to incubate ideas that are big and may fail.  Leverage technology where it makes sense. Hire original minds. Be fearless and be ready to change and adapt at a pace most find difficult to comprehend.

What is the biggest innovation trend of 2016 so far?

Maki: In healthcare, consumer/patient centered design and the use of data to drive both clinical and business decisions and efficiency.  Interoperability will become a requirement of all systems solutions to go to market, not just a goal.

Where do you see the state of corporate innovation 5 years from now?                                                                                                                                                                                                                  
Maki: Corporations will build on their R&D foundation through native labs programs.  Beyond that, expect to see corporations maintain their involvement in the venture capital ecosystem. Investing in startups helps corporations see around corners and prepare the business for where the market is moving. Corporate innovation will also look similar to what Xerox is doing in building partner ecosystems with emerging players and leveraging their advanced technology in joint client engagements.

What is the biggest takeaway you hope the audience takes from your session at FEI?

Maki: The way to achieve open innovation and agility is by building a partner ecosystem with emerging pioneers.

What are you most looking forward to about FEI: Front End of Innovation this year?

Maki: FEI will bring together a mix of companies that come from a range of industries. I’m looking forward to hearing approaches from other sectors that could be applied to the business of healthcare. We’ve seen this happen with application programming interfaces (APIs), where they have transformed industries like ecommerce (Amazon), telecommunications (Twilio), payments (Stripe) and transportation (Uber) and are now making its way to healthcare.

FEI is a global event brand that has become the annual meeting place of the most seasoned innovators across the globe. Established in 2003 in the US and 2007 in Europe, the FEI event has sustained a rich history of success with corporate innovators, entrepreneurs, academics and thought leaders with events in cities across Europe, including Munich, Vienna, Amsterdam, Berlin, Copenhagen, Zurich and Monte Carlo. To hear Lisa speak at FEI and learn more about the conference, click here:

Friday, April 1, 2016

See Who You’ll Meet at FEI 2016, Save $600 by 4/1 (with social discount)

For the past 14 years, FEI: Front End of Innovation has been the innovation industry's annual meeting place, known for its ability to help you overcome barriers to scalable, repeatable innovation.

$500 Early Registration Savings Expire this Friday, April 1st. Plus use code FEI16LI for an additional $100 off. That’s a $600 discount! Lock in Your Savings:
For 2016, we're taking that one step further, covering the entire innovation process - from ideation through to execution - to better equip you to capture immense opportunities.

Most importantly, innovation opportunities aren't discovered alone. At FEI: Front End of Innovation you'll join together with hundreds of innovation, R&D, marketing and product development professionals to challenge your assumptions and push you to look at your business in a new way.

FEI 2016
Inspiration Needs Execution
May 10-12, 2016
Seaport World Trade Center Boston
Boston, MA

Bottom line: you're not just meeting people... you're meeting the RIGHT people to move your business forward. See who's already signed up to attend:

A O Smith
Activate Democracy International
American Arbitration Association
Androscoggin Savings Bank
Applied Invention LLC
Black Bamboo
Blueberry Market & Sensory Research
Boston Beer Company
British American Tobacco
BuzzBack Market Research
Calliopae Reims
Campbell Soup Company
Cargill Kitchen Solutions
Chamberlain Group Inc
Chicago Tribune Media Group
Cisco Systems
City of Troy
City University of New York
CLARCOR Engine Mobile Solutions
Cornell University ILR
Corning Inc
Damen Shipyards Group
Dart Products Europe Ltd
Delta Faucet Company
Ecovate Inc
Edgewell Personal Care
Edward Jones
Eli Lilly & Co
Emerson Process Management
Energizer Company
Ernst & Young
ExxonMobil Research & Eng
Fidelity Investments
Foster Corporation

Garage Group
General Mills
Global Innovation Managment
GOJO Industries
Guardian Life Insurance
Hampton Products International
Harman International
Hilton Worldwide
Ideation At Work
Ingersoll Rand
Innovation Leader
Innovia Technology
Instrumentation Laboratory Inc
Integrity Windows & Doors
Intel Corp
ITW Deltar Fasteners
IXL Center
JJ Keller & Associates Inc
JM Smucker Company
Johns Manville
Johnson & Johnson Vision Care Inc
Kaz USA Inc
Kimberly Clark
Land O Lakes Inc
Leonard Barton Group
Liberty Mutual
Lincoln Financial Group
Maddock Douglas
Mars Inc
MassChallenge Inc
Max Life Insurance Co Ltd
McLaren Automotive Ltd
Milwaukee Tool
Mitre Corporation
MLI (Max Life Insurance Company Ltd)
Mondi Europe & International
MSW.ARS Research
Natick Soldier RD&E Center
National Board of Medical Examiners
Nestle Purina
Nestle USA
NetSpend Corporation
New York Life Insurance Company
Nike Inc
Northeastern University
Novo Nordisk Inc
NRC Canada
NY Tech Meetup
Oatey Company
PCB Piezotronics Inc
Pepperidge Farm
Pierce Manufacturing
Plum Organics
Proctor & Gamble
Progressive Insurance
RJ Reynolds Tobacco Company
Rogers Corporation
Royal Dutch Shell
Safeco Insurance
Safilo Spa
Sherwin Williams
SmartOrg Inc
Smucker Natural Foods LLC
Smuggling Innovation
State Farm
Sun Products
Tampere University of Applied Sciences
Technoform Glass Insulation
The Dow Chemical Company
Thrivent Financial
Tom's of Maine
Turner Broadcasting System Inc
Upstream Thinking
VF Corporation
Volvo Technology Corporation
VSP Global
Wells Fargo
Westfield Insurance

Check out the agenda:

Save $500 if you register by April 1st. Plus, use code FEI16BL for an additional $100 off. That’s a total of $600 savings! Don’t miss out, register today:

We hope to see you in Boston this spring!

The FEI Team

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