In this situation, the government is trying to allow people to go about their business, enabling the economy to grow.
There may be insufficient maintenance space, or a lack of space for collaboration between scientists or analytics and informatics work, which are particularly important in R&D environments and increasingly so with the rise in automation..Regarding flexibility, science and technology are evolving rapidly, which means new processes, equipment, and requirements.
Furthermore, the life science industry is very fast-moving, and businesses are routinely scaling-up or going bust.Flexibility is therefore vital not just for businesses and tenants, but also for developers looking to ensure buildings remain occupied.In our experience, open plan offices with 7.2m grids and above are best suited to flexible lab conversions as these enable a wide range of bench configurations, larger equipment, subdivision into smaller rooms, as well as compliant installation of future MBSCs (microbiological safety cabinets) and fume cabinets.
Some extra space for unexpected changes or new technology introductions will almost certainly be beneficial in the long-run, and consideration should also be given to areas outside the main lab, such as the impact of automation or remote working on write-up and meeting areas.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.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.He is committed to the betterment of lives through individual and collective endeavours.. As well as his business and pharmaceutical experience, Dyson is Professor of Human Enterprise at the University of Birmingham, focussing on project management, business strategy and collaboration.. Additionally, he is a qualified counsellor with a private practice and looks to bring the understanding of human behaviour into business and projects.. To learn more about our Design to Value philosophy, read Design to Value: The architecture of holistic design and creative technology by Professor John Dyson, Mark Bryden, Jaimie Johnston MBE and Martin Wood.
Available to purchase at.As a commentator remarked, the coronation service of King Charles III brought into sharp relief some of the idiosyncrasies and incongruities of the British.On one level Britain is a secular country, while the coronation process itself is highly religious.
(Editor: All-in-One Shavers)