There are high hopes for what the convergence of Life Science, big data, artificial intelligence (AI) and machine learning (ML) will one day mean.
In straightforward terms, the vast amounts of data produced during clinical trials can be unpacked more efficiently by AI and ML, for example, potentially speeding up the discovery process and reducing costs.
AI may also enable greater value to be extracted from compounds created in labs. In silico drug development, where a compound is tested virtually against a target, is also gaining traction.
Other dynamics, such as consumer wearables, have already come to the fore.
What’s clear from the convergence that has taken place in other industries is that, one way or another, it disrupts markets and may change business models. And, in the end, convergence will affect space requirements.
Galvin Tarling commented on the rationale for different types of businesses across the innovation spectrum being co-located.
There's an emerging element of different skills. Biotech and Medtech are moving towards each other, he said, and already producing new products such as wearables. There’s something happening here around the diversification of talent and bringing different skill sets into the science and R&D space.”
“We now have the opportunity where the rents and investment yields are enabling us to position innovation real estate in cities.
We can blur the edges with other disciplines, with local communities, with professional services, with tech occupiers and other specialists. And that blurring of the lines of research will only accelerate change.”
The panel agreed that collaboration should be a guiding principle in terms of design and operation of buildings for today and tomorrow.
Those softer spaces for collaboration are going to be key. Yes, the labs are at the heart of it but if I was asked what will attract tenants to your building? It's about the wellness, the sustainability, those collaboration areas and meeting spaces that are going to set you apart.”
“You see landlords and science parks investing in the social aspect of the environment. There are festivals, meet and greets, yoga sessions. There’s a management aspect to it. It’s more than just say, look we’ve made available this nice space or area of grass.”
John Steele agreed. “Where you've got clusters of science buildings owned by a single developer, it’s almost about creating a culture intertwined within those buildings.
They have building managers who organise rounders events, and cricket matches and so on. That’s still all placemaking.”
The panel members had all followed – and some worked on – Abcam's £46million Discovery Drive headquarters at the Cambridge Biomedical Campus. The 100,000 sq ft laboratory and office development is part of the second phase of a healthcare village jointly developed by Liberty Property Trust and Countryside Properties.
The design, led by the architectural firm NBBJ, ended up being focused on what was dubbed a ‘million-dollar staircase’ where clever ideas can be created by spontaneous meetings and conversations, while the rest of the space supports agile working and both introvert and extrovert workspaces.
Colin Brown was involved at one stage. “I visited NBBJ and they had a full-size mockup in their office to work out how wide the Abcam staircase needed to be, so that you couldn't pass someone without acknowledging their presence.
But it had to be wide enough that so you could pass easily. One of the great successes of that staircase is if you want to visit the labs, you have to come out on an office floor, and walk past the people in commercial and other departments.”
John Steele had seen a similar focus whilst working on Francis Crick Institute in central London. Collaboration space was a priority given the number of different organisations coming together under one roof.
What they really cared about was that cross fertilisation of ideas. It’s a great space, with a massive atrium and lots of cafes.”
