When asked why, the client might typically respond, ‘When working with water you always do that’.
So, where do we go next?.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..Regarding productivity, office to lab conversions tend to be less spatially efficient (e.g.
bench space per floor area) than a new-build.This can be due to structural grids or the general proportions of the available space, among other things.
A tight or convoluted lab layout may mean disorganised or congested material and personnel flows, adding time to processes or increasing the risk of mix-ups and cross-contamination.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..