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The more we can divest of these, the better we can work together.. My thinking took this metaphor a stage further.

The conversation has just started, however there are some clear ways forward: -.Non-competitive sharing between companies enables a combined building of knowledge and confidence about the developing state-of-the-art platform.

In fact, this is not a paradigm shift in technology but a shift in perception..There was agreement to bring in and include contract manufacturers into the conversation as they have an equal stake and influence on the path forward, particularly in the simplification and pragmatism of any solutions.. Other areas were left more open and the conversations continue..In reflecting on the day, I believe what struck me most was what happened at the end of the timetabled discussion.

Attendees stayed on, clustering into smaller groups and over coffee and lunch continued to build relationships, share ideas and challenges.I was left thinking that this is how transformation happens..

Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..

While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.Rather than cater to all eventualities, a cost-benefit analysis will often drive an ’80:20’ approach towards future flexibility..

While office to lab conversions may seem to make good economic sense, compromises around productivity and flexibility can impact the life science business, tenant, or developer in ways that aren’t immediately obvious.Many of these issues can be mitigated simply through good design, and, in our experience, layouts need to be detailed earlier than a new-build project.

Capacity modelling may also be necessary to better forecast the amount of equipment, benching, storage, desks, lockers, etc.over the long-run.. Capacity model for a biopharma QC lab showing utilisation of individual equipment items over time.. 2.