Process engineering and a DtV approach.

We shall fight with growing confidence and growing strength in our abilities, we shall defend our world, whatever the cost may be,.We shall fight for the sea, reefs and beaches,.

We shall fight for the fields and the forests,.We shall fight for all people and all creatures,.We shall never surrender, until, the world, with all its beauty and majesty becomes our sustainable home..

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.Artificial Intelligence and Machine Learning offer transformational change in value creation.

Although there are some individual examples of its real-life deployment, we are at the start of an exponential curve.. A thread of discussion around the idea that systems could be self-validating created significant energy in the room, as well as friction between those who understood how transformational such a realised idea could be with those who saw the potential disaster.Regulators are clearly going to be either a key partner/enabler or barrier to smart developments.

Or both.. What appears to be clear already is that the impacts of the growth of these technologies will be felt in all parts of laboratory operations: people, skills required, job satisfaction, locations, collaborations, buildings.This is certainly not a time to be wedded to the bench..