❱

Five Tactics for Kicking Off

a Successful Laboratory
Design Project

❱ Leading a Lab Design Team

❱ Using Digital Delivery to

Streamline Lab Design
and Construction

❱ Five Things Every Lab

Needs but Doesn’t Have

❱ From Collaboration to
Miniaturization

LAB DESIGN
RESOURCE GUIDE
 Lab Design Resource Guide
Five Tactics for
Kicking Off
a Successful
Laboratory
Design Project
With many individuals participating in the project, it
is important to get on the same page from the start
by Robert Skolozdra
Successful laboratory design requires a common vision
among the design, management, and consultant teams. Many
factors are at play, including funding, location, staff well-be-
ing, local regulations, equipment needs, programming, future
growth, and the like. With many elements to weigh and so
much at stake, considering these tactics might help start you
in the right direction.  involved for each stage of the project, including the design,
1. Clarify the scope of the job
A critical step is ensuring the client organization has clear ob-
jectives and a consensus-driven vision for its future. As orga-
nizations change and grow, their needs do as well. It’s critical
for stakeholders to be on the same page prior to launching the
design phase of a project.
At this early stage, programming details and locations need to
be established. Is the project a redesign of an existing building
or the design of a whole new facility? Whether or not the cli-
ent is considering a new location, well-documented program
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parameters are an essential tool for guiding the evaluation of
potential sites and/or (re)designing the new environment.
Some teams benefit from a series of client/design team work-
shops where the designers can establish a holistic understand-
ing of the organization, its departments, and their functions,
and how they work together to determine optimal short- and
long-term goals. This may include interviews related to the
company’s goals and program needs that will help inform the
design team on functional and adaptable space and design
needs for labs and offices as well as mechanical, operation-
al, and building systems, ancillary and amenity spaces, and
other areas.
These sessions are an effective way to explore critical infra-
structure considerations, phased stages, adaptable spaces,
project constraints, budget parameters, and scheduling op-
tions. This preparation can go a long way toward ensuring the
lab’s design ultimately results in a superior environment that
advances productivity and promotes staff morale. 
2. Build a design budget
Budget considerations require the assessment of costs
consultant fees, materials, and labor. Creating a detailed
matrix for each of the project’s different aspects not only as-
sists with high-level planning but also provides cost analyses
for each space type. To keep the information relevant and
useful, update the matrix as the design expands and evolves,
including cost drivers like casework, engineering needs, and
architectural elements.
3. Select the right colleagues for the job
The design lead for the project will need to establish a
well-balanced design team for the project to meet the lab’s
demand for a highly technical space that’s responsive to the
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 Lab Design Resource Guide
client’s present needs and can meet future demands. A project
manager experienced in laboratory planning and design is
essential, as are architects and designers who specialize in
effective and welcoming laboratories similar in scope to the
one being designed. Support staff and proven consulting firms
also smooth the way.  
4. Host a stakeholder kickoff meeting
An organized kickoff meeting establishes where and how
the lab will be designed among the project’s stakeholders,
including the architecture and design lab team, the labo-
ratory’s steering committee—chief executive officers and
facilities director—and the lab’s departmental directors and
staff, as required. Essential topics should be covered during
the session and the initial steps involved in the project should
be put into motion.  means to ground meetings in key aspects of the project and
To best prepare for this kickoff meeting, the architecture
firm’s project manager may want to schedule a preliminary
in-house session with the designated design team to out-
line the topics to be covered in the kickoff meeting, issues
related to each topic, and possible options to meet the named
objectives. This sets up mutually agreed parameters among
the architecture and management groups for the lab design
team to later deliver an effective design program in a timely
manner, including a review of space allocations, listed and
diagrammed rooms, technical criteria for each space, prelimi-
nary area projections, and preliminary costs.  layouts, spreadsheets, and charts to make it easier for the
Once the topics and issues have been outlined, the lab design
team should share this agenda with the meeting participants
prior to the session, allowing everyone to see what will be
discussed and giving them the opportunity to add areas of
interest to the program. The agenda also informs all the
meeting’s participants of when the session will take place,
how long it will be, and whether it will be a video gathering
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(with the link included), an in-person meeting at a specified
place, or a hybrid gathering. 
5. Communicate and negotiate with effective
strategies
It’s important to maintain open, productive communications
throughout the design, construction, and move-in phases
of the lab design project. Scheduling regular meetings after
the kickoff session ensure a consistent approach to the lab’s
design in a timely, efficient, and cost-effective manner. It also
furthers the resolution of design, technical, and construction
challenges that may be encountered during the process. 
To keep meetings timely and productive, take steps to keep
attendees on topic. Sharing agendas early on is an effective
to hold participants to the topic at hand. Make sure the team’s
supporting members take notes on shared comments, input,
and subsequent steps for discussed topics. 
Often, materials that support the concepts addressed will
need to be prepared and included in the meeting and later
sessions. It’s helpful for the design team to share essential
content in various visual formats for a complete and holistic
view of the project’s critical requirements. In addition to the
agenda, this could include electronic or physical diagrams
involved in planning the project, along with preliminary
meeting’s participants to understand proposed ideas. 
Planning for something new is exciting, especially when it’s
for the creation of a new, renovated, or adaptive reuse of space
for a state-of-art lab that advances life-changing research and
innovation. Whether it’s the design of a 150,000-square-foot
lab and research facility or a start-up lab’s two-bench space,
laboratory environments that are efficient, safe, and comfort-
able start with significant planning and communication.
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 Lab Design Resource Guide
Leading a Lab
Design Team
Nurture the talents of individual team members to
build trust and strengthen outcomes
by Robert Skolozdra
“How we are is what it becomes.” Coined by Barry Svigals,
founder and partner emeritus of Svigals + Partners, this man-
tra expresses the belief that architecture should be uniquely
connected to the purpose, place, and people for whom it is
created. This applies to lab design as much as it does to any
type of environment. 
But how is this connected to leading a lab design team? Think
about the phrase: “How we are is what it becomes.” The
best way to lead a design team to create spaces that nourish
creativity and innovative discovery is by nourishing creativ-
ity and innovative discovery. Create a supportive culture,
encourage collaboration, and inspire creativity, and the rest
will fall into place.  dedicated people, train them with patience, create a collabo-
Leading collaborative teams
Whether a laboratory’s focus is on life-saving medical
research, technological advancements, or other fields of
research, how the space is designed is pivotal to its effective
operations. That starts with getting to know the client and
users and bringing them into the process from the beginning.  detail, as well as an ability to steward your client’s brand.
Once you understand the unique needs of the organization,
putting together the best team of experts is crucial. It helps to
have specialty consultants you know and with whom you like
to work. Team leadership should understand their strengths,
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how to maximize them, and form a holistic team that comple-
ments each other. The most effective collaborative part-
nerships have a rhythm and shared language that improves
communication and effectiveness. 
Once the lab design team is assembled, establishing a foun-
dation of team trust is key. This is best achieved through
collaboration, bringing everyone into the conversation from
the beginning. Once everyone is together, everything is in
the open. This approach enables creative solutions to surface
throughout the process and allows clients to participate in
finding resolutions. Trust becomes a natural outgrowth of
the collaborative process as everyone sits on the same side of
the table.
Recognizing and recruiting talent
Some firms may say they look to hire “the best and the bright-
est,” but “fit” is more important. The best people will embrace
your firm’s culture in addition to bringing the talents you
need to the table. 
You may also consider hiring people for entry-level positions
and working with them to grow with the firm. Hire good and
rative environment, and help each person figure out what they
do best and how they want to contribute. This approach will
yield the best results for both your firm and your clients.
For your lab design team specifically, a technical background
and an ardent interest in science and technology are both
helpful. Successful lab architects have a meticulous eye for
 
Resolving complications
Notably, effective project leaders for the design of research
settings understand the technical and engineering compo-
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 Lab Design Resource Guide
nents involved, including the standards and codes specific to
lab design and construction. But more importantly, they seek
the expertise of relevant consultants when issues arise. Egos
need to be checked at the door.
Consider a project where zoological research is being con-
ducted, and the team identifies excessive vibration levels in
the building that may adversely affect the breeding habits of
subject animals. The problem may be related to the building’s
structure, or to mechanical, electrical, and plumbing (MEP)
or heating, ventilation, and air conditioning (HVAC) systems.
The leader’s job is to consult with all relevant team members
in a coordinated effort to identify the problem and devise
a range of solutions. Building good relationships with team
members early in the process will undergird problem-solving
efforts like these. Showing them that they’re respected and
valued may inspire a greater willingness to put in extra effort
as needed, which in turn leads to better outcomes.  differently, and it is this diversity of perspectives that often
Every project has its challenges. Construction issues arise,
field conditions change, mid-stage drawing and plan adapta-
tions occur, and conflicting points of view emerge. Each team
member is responsible for individual contributions to the
resulting laboratory design, but team leaders are responsible
for everyone’s contributions, including their own. The follow-
ing guidelines help ensure productive collaboration toward
workable solutions and forward momentum:  broader range of talent and support the work-study programs
• Be realistic with expectations and deliverables.
• Mitigate crises by listening to details surrounding the
situation, acknowledging them, and moving forward with
a solution. Pointing fingers doesn’t resolve issues. Rec-
ognizing the challenge for what it is and working across
functions to find a workable solution should always be
the focus. 
• Recruit outside help as needed to get a job done well. Rec-
ognize it’s better to ask for assistance sooner rather than
later to avoid the potential bigger problems of unexpected
delays and cost overruns.  unique talents—whether they’re technical, managerial, or
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Delegate tasks appropriately for top outcomes. Keep a finger
on the pulse of team interactions, personalities, and work
habits to stay ahead of potential problems. Some people, for
instance, are highly organized. Some prefer email and text
communications to telephone calls. By understanding people’s
strengths, weaknesses, and work styles, design leaders can
anticipate where to fill in gaps and can maximize their team’s
talents for better outcomes overall.
Creating a diverse and inclusive work
environment
Diversity is critical to all fields, especially those focused on
complex problems. Indeed, despite the mythology of the
singularly brilliant scientist (think Einstein), innovation is
rarely driven by a solitary person. People from different
backgrounds, on average, tend to approach problem-solving
leads to breakthroughs.
While the architecture field has become more diverse in the
last 30 years, there is still more work that needs to be done.
Firms will benefit from creating an internal diversity, equity,
and inclusion committee to look at office policies and hiring
practices, as well as ways to support equity in the career
pipeline. Look for ways to increase your outreach to attract a
of local, low-income high schools, bringing in students to ex-
pose them to the architecture, engineering, and construction
industry. You might also consider contributing to the growth
of a state organization—for instance, your local chapter of
NOMA (National Organization of Minority Architects).
These are not initiatives specific to lab design but enhancing
the diversity of your team is key to long-term growth and
competitiveness across all your sectors.
Not everyone fits in the same box, and that’s a good thing.
Each person brings a specific set of skills, personality, and
background that adds to a team’s effectiveness and creates
a balance within it. Lab design teams need each person’s
creative—to balance a group’s contributions and contribute
to a lab’s success.
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 Lab Design Resource Guide
Using Digital
Delivery to
Streamline Lab
Design and
Construction
Improving the efficiency of building
information modeling
by Matt Edwards, Vince Naviello, and
Ajay P. Manuel, PhD
Construction 4.0—a combination of innovative technologies,
data, and digital tools—is transforming the architecture,
engineering, and construction (AEC) industry, particularly in
the development of life sciences labs. A recent survey found
that 40 percent of 500 executives in the life sciences industry,
who took part in the survey, identified speed-to-market, not
cost, as their number one priority. Applying digital tools to
streamline lab design and construction is a key part of short-
ening the time it takes to get new drug products to market.
Anyone involved in the design and construction of a lab in the
last 10 years will likely be familiar with building information
modeling (BIM). But what may be news to some lab managers
is that BIM is just one small piece of what is now possible with
digital delivery. Today, using digital technologies to integrate
work processes and connect stakeholders removes barriers
and allows the design and management teams involved in the
project to save time, communicate clearly with each other,
and deliver excellence on capital projects. For example, ap-
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plying digital tools to streamline lab design and construction
is a key part of shortening the time it takes to get new drug
products to market.
Some experts believe BIM has countless advantages while
designing laboratories, ranging from data visualization to
systems coordination, but the one that is paramount is its
ability to clearly communicate design intent with laboratory
management and scientific users. Sometimes, designers who
are too familiar with design documentation forget to trans-
late information into a language easily digestible for scien-
tific partners. BIM can help resolve this issue and promotes
effective collaboration. Through clear communication with
partners, BIM enables the successful design and construction
of complex facilities.
Digital delivery of design and construction
has evolved
Two important innovations that emerged during the
COVID-19 pandemic have sped up and improved lab design
and construction: advances in cloud-based software capabili-
ties, and the willingness of lab owners to try out new project
delivery methods. Traditionally, AEC firms designed an en-
tire lab project before releasing it to fabrication and construc-
tion teams. Separately, these trade contractors traced over and
(in many cases) heavily modified the model to achieve a fabri-
cation level of detail. An integrated project delivery mindset
and virtual design and construction (VDC) processes allow
architects, engineers, subcontractors, and vendors across
multiple locations to work together using a single model, both
simultaneously and in sequence.
Integrating trade partners and co-authoring design and con-
struction models early is important to the faster delivery of
better projects. While the AEC firms create the overall vision
and own the model, construction trade partners offer invalu-
able feasibility input and can help fully develop the model
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 Lab Design Resource Guide

to constructability during the design phase. This approach • Tablets, drones, construction cameras for live feeds and
creates a shared sense of ownership and helps preserve the time-lapse videos, and 360-degree cameras that stitch
design intent while eliminating duplication of work.   together photos and tie them to the plans are all examples
of field technologies. These tools provide a vital link from
Utilize new advanced technology tools the field to the AEC firm and its partners, as well as infor-
mation on construction quality, safety, and security. 
Digital delivery is the future of this business, and the future
is here today. Thanks to advances in technology, design teams Experts state that clients have responded positively to the
can now work in intelligent 3D design models, allowing them use of BIM since the system allows them a glimpse of what
to share work in real time between multiple offices and stake- their lab will look like before the building process even gets
holders. There are several options available:  underway. This greatly reduces costly downtime and do-
overs if something doesn’t meet their expectations. It has also
• Advanced 3D authoring tools aid in the analysis and become commonplace for clients to request a walkthrough of
understanding of layouts, points of use for utilities, and the 3D version of their space with their users. This ensures
where to route systems. They also allow teams to identi- that users get everything that they need relevant to casework
fy conflicts in models to prevent potential issues during and equipment layout while obtaining a visual understanding
construction.  of how they can use their space before the plans are sent for
permit review and construction.
• Reality capture tools are important to consider when
renovating or fitting out existing buildings. Photogram- Digital delivery is here to stay
metry, light direction and ranging, laser scanning, and
3D mapping are all tools that can help accurately capture Advanced technologies, a global pandemic, and a growing
existing site conditions and infrastructure by producing a need to focus on speed-to-market for life-saving treatments
rendering that is integrated into the 3D model.  have significantly changed the AEC industry. Digital delivery
is the future of this business, and the future is here today.
• Augmented reality and virtual reality help eliminate bot- Collaborating with experienced partners early in the design
tlenecks, improve collaboration, and allow lean delivery. process and leveraging VDC has changed the way companies
For many project teams having to deal with local lock- work by making the construction and fabrication consider-
downs or travel restrictions during 2020, these technolo- ations an innate part of the design. Designing with construc-
gies went from excellent options to mandatory tools.  tion in mind delivers the best of both worlds: lean projects are
completed faster.
• 4D BIM adds detailed scheduling to the construction
sequence and installation of a proposed lab or plan the Designing in BIM makes it easy to quickly show different
phased occupancy in a renovation, retrofit, or addition. 5D design options for a project. As industries and technologies
BIM adds cost estimation to the model. 4D and 5D BIM advance at a rapid speed, equipment needs of the client post
allow AECs to generate accurate model-based quantity day one may not remain the same in the years to follow. BIM
take-offs and cost estimates throughout the project’s entire helps demonstrate the potential of the client’s space and how
lifecycle. Estimators can develop and confirm estimates they can act when unknown changes arise, instead of being
based on the model, measure performance against targets, stranded in a position to have to react to these changes as
and anticipate any changes in timing and costs before they occur.
they occur.

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Product Spotlight
Begin Your Journey with Digitalization
Managing the lab involves overseeing daily
activities and ensuring that all processes are
running smoothly. All equipment must be
maintained properly to limit downtime and any
workflow interruptions. Devices for storage also
require monitoring to prevent issues that can
cause sample ruin. By implementing a digital
solution such as VisioNize® Lab Suite, you can
manage your lab with one platform. Monitor
your entire fleet of freezers from anywhere
and receive real-time notifications of device
temperature fluctuations and power failures.
Track all related device parameters such as
temperature, O2 and CO2 of your incubators.
You can ensure the safety of your samples by
responding to alarm notifications and addressing
any issues quickly. Additionally, the platform can
be utilized to plan for upcoming maintenance
activities of your devices. By keeping up with
service for all lab equipment, you can keep your
instruments performing optimally. Connecting
your devices to VisioNize® Lab Suite can help
you manage your lab more effectively.
LEARN MORE
 Lab Design Resource Guide
Five Things
Every Lab
Needs but
Doesn’t Have
Create a comfortable environment that fulfills basic
human needs and encourages productivity
by Isabel Mandujano and Rachel Nasland
Safety and workflow efficiency are frequently the first priori-
ties in the design of a laboratory facility. Given the rigor and
systematic processes that science requires, the humanistic
aspect of the scientist is often neglected. However, the recent
climate and the pandemic have brought to the forefront the
importance of incorporating health and wellness, inclusive
design, and a vibrant culture to attract and retain the best
talent. If workers are not provided with a comfortable envi-
ronment that fulfills basic human needs, then regardless of the
rewards and recognition, they will be dissatisfied with their
environment and unlikely to be at their most productive.  side the lab. Coupled with the opportunity to open a window
There are a host of challenges to improving working condi-
tions in controlled scientific environments, but the benefits
are well worth the effort. Scientific workplaces designed to
satisfy each tier of Maslow’s hierarchy of needs (physiological,
safety, love/belonging, esteem, and self-actualization) can
increase employee well-being, improve company culture, and
facilitate scientific innovation, discovery, and exploration. Ul-
timately, it results in better outcomes for the people that work
in the space, their work, and the community.  vending machines filled with freshly prepared meals are
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Just as humans are motivated to fulfill their needs in a hi-
erarchical order, moving from the most basic need to more
advanced needs, we have identified five ways scientific facility
design can help improve the workplace experience from a
holistic, humanistic perspective.
Physiological
The bottom tier of Maslow’s hierarchy contains the most
essential things a person must have to survive, including the
physiological needs of air, food, water, and shelter. In a typical
interior space, this means acoustic comfort, high air quality,
cleanliness, daylighting, thermal comfort, and nourishment,
all of which have been proven by research to improve health
and contribute to productivity. 
Nourishment is a critical, yet often overlooked, physiological
need in lab spaces. Given the 24/7 nature of scientific work,
where it may not be possible or prudent to leave the building
and access off-site food at odd hours, it’s especially import-
ant that companies focus on nourishment. It’s also often not
possible to bring food and beverages into the lab for safety
reasons, making it even more important to provide designated
spaces for employees to step out of the lab to eat and drink.
This nourishment space can also serve as a social place where
scientists can interact with other people who might work out-
or step outside, it can also deliver the added benefits of access
to daylight, fresh air, and contact with nature.
One way we are using design to help encourage healthy
choices is by adding full kitchens complete with stoves,
fridges, and ovens to break rooms. This allows people to cook
a healthy meal for themselves or their coworkers using fresh
ingredients. In addition to the health benefits, cooking can
bring coworkers together and strengthen the culture. Healthy
another way companies can encourage employees to enhance
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 Lab Design Resource Guide
their nourishment in a convenient way. Bowls of fresh fruit
in the kitchen, as well as grab-and-go cafes stocked with
fresh food, are other strategies for supporting the health and
well-being of employees.
Safety
The second level of Maslow’s hierarchy of needs relates to
physical and psychological safety and security, including pro-
tection from potentially dangerous or threatening environ-
ments. In lab design, ensuring a safe and secure working envi-
ronment is often the top priority. However, when safety needs
are not met, it can make users uncomfortable and contribute
to a stressful environment, impeding workers’ productivity.
While there is extensive information available about how to
manage potential hazards in a lab, one overlooked factor is
how safety can be enhanced through design.  another, it has a positive impact on productivity, innovation,
Adding color and contrast is one strategy to enhance safety
and improve wayfinding. For example, an emergency shower
surrounded by a pop of color makes it easier to find. Colorful
lines on the floor can indicate which areas need to be kept
clear of equipment, boxes, or furniture so occupants always
have a clear walking path free of obstructions and easy access
to emergency exits. Colors on the wall can also help users
easily identify the different departments in a lab space. Color
has the added benefit of providing more visually stimulating
spaces that combat boredom, improve concentration, and
bring a sense of liveliness to the space.
Biophilic design, the incorporation of nature or features
that resemble nature, is another strategy that is proven to
improve mental functioning, reduce stress, and lower illness
and absenteeism, all of which contribute to a greater sense
of safety and security for occupants. While live plants can’t
be added to lab space, design can mirror and resemble forms
of nature. Biophilic elements can be incorporated through
plant-inspired finishes and shapes, wood-inspired flooring,
and other elements that remind occupants of nature while
still being easily cleanable. This connection to nature further
increases stimulation and comfort for workers in an otherwise
sterile setting.
When appropriate for the work at hand, adding windows with
views of nature is extremely beneficial. Looking through a
microscope at slides or pipetting into test tubes for much
of the day requires extreme precision and focus, which can
be mentally demanding and draining. Having the ability to
look up and view nature through a window, especially if you
can’t physically go outside for a break, provides a much-need-
ed mental rest that restores attention and memory. Even a
15-second break to view nature has been shown to enhance
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cognition and psychological well-being. In fact, one study
quantified the benefit by demonstrating that employees who
had views of nature took nine fewer sick days, on average.
Especially given the potentially hazardous nature of working
in a lab, it’s critical to provide an environment that enhances
cognitive function and improves well-being.
Love/Belonging
Next on the hierarchy of needs is love/belonging. When it
comes to laboratory work, this can be accomplished by cre-
ating spaces that allow for social interaction and connection,
which has a positive impact on mental health and commu-
nity (or workplace) resilience. When employees are given
the opportunity to collaborate, relax, and socialize with one
and mental health. 
We often hear from scientists that it’s difficult to have an
impromptu meeting or discussion because of the need to take
off protective equipment and reserve a conference room po-
tentially far from the lab. Because of this, collaboration among
scientists happens far less frequently than desired. To solve
this, we frequently add a breakaway area directly adjacent to
the laboratory space where colleagues can quickly bounce
ideas off one another, meet about a project, or have a virtual
call with someone offsite. This gets workers out of their chairs
more frequently as well, which has added physical and mental
health benefits. 
Communicating stairs are another design feature that en-
hances the sense of belonging. More than just a way to move
from floor to floor and get your steps in, they serve as a space
for all-hands events, eating meals, meetings of all sizes, and
community events. A design element that is front and center,
it encourages people to collaborate and connect both with
coworkers they know well and those they wouldn’t typically
interact with by creating curated collision zones. 
Esteem
Esteem, which focuses on choice, purpose, and achievement,
is another critical component of laboratory design. When
people can choose what space best accommodate their work
on any given day, it enhances productivity and improves
well-being. In a scientific workplace, this means that the
industry is moving away from individual assigned bench
space, and instead providing areas assigned to instruments,
so scientists have the flexibility to choose workspace depend-
ing on their activity. This could mean an employee works in
an instrumentation room one day, in a technology-enabled
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 Lab Design Resource Guide
space on computational models or simulations the next, and
outdoors collaborating with colleagues the following day.
With more scientific work becoming data-driven, it’s criti-
cal to provide ample private space for heads-down focused
work as well.
Outdoor space is an important component of providing
options for both collaborative and focused work, as well as
respite and socialization. When fully enabled with Wi-Fi and
power connections, outdoor areas serve as an enjoyable en-
vironment for a Zoom call, focused data analysis, or working
session with a colleague. Outdoor areas provide stress-reduc-
ing benefits of nature and fresh air while serving as collision
zones that encourage interactions and collaboration between
departments. They provide space for the company to connect
with the surrounding community as well.
Thoughtful branded environments can provide scientists
with sense of purpose in their work and help foster a sense of
achievement, connecting their day-to-day work to the broad-
er impact on the community.   retain top talent and foster the innovation and discovery that
Self-actualization
The last pillar of Maslow’s hierarchy focuses on mental
health, wellness, and personal growth. While this is often
more focused on operationally, design can help foster these
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qualities in the workplace by creating calming spaces for
respite, relaxation, and meditation. Nap pods are one option
that allow employees to escape from the stressors of the lab
for a quick rest, promoting investment in personal well-being.
Zen gardens filled with native vegetation and walking paths
are another way to allow workers to disconnect from the high
demands of the lab, which often leads to increased reflection
and “a-ha” moments. Cozy seating areas, both indoor and
out, invite employees to take time for themselves and connect
with colleagues, while also providing a choice of environment
to accommodate a varied range of needs and preferences
on any given day. These strategies serve to support policies
and programs that allow companies to invest in encouraging
employees to develop their whole self, improving overall
satisfaction and motivation.
In summary, when scientific workplaces are designed around
the five pillars in Maslow’s hierarchy, it increases employee
well-being, happiness, and productivity while improving
company culture. This ultimately helps companies attract and
is so important in this industry.
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 Lab Design Resource Guide
From
Collaboration
to
Miniaturization
Ten research trends shaping lab design in
2022 and beyond
by Anisha Kothari
As with much of life today, advancements and shifts in
research focus, methods, and technologies are rapidly
transforming the spaces where research is conducted. New
methodologies, increased automation, fewer and less hazard-
ous chemicals, and the ability to analyze more data all require
planners and designers to rethink the research environment.
Below are 10 key drivers and trends that are shaping laborato-
ry design within the life sciences sector, along with consider-
ations for design and planning concepts.
Theme and team-based sciences underscore
the importance of integrative research
environments
Modern science has become more social and productive by
including different perspectives to foster collective think-
ing and holistic approaches to problems. It is important to
design integrative research environments that help support
knowledge transfer and collaboration amongst individuals
and groups.
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Design/planning response: Consider how the research
environment can go beyond the walls of the “wet” lab and
be more integrative to include spaces that allow for com-
munication, active collaboration, focus and analytical work,
exploration, and experimentation amongst teams. Consider
activity-based zoning to plan spaces and floor plates.
An increase in digital collaborations
Although digitally based collaborations have been steadily
increasing thanks to advancements in technology, COVID-19
certainly helped to propel the idea of digital conferencing,
live events, and cloud-based systems and solutions.
The workforce has started to think differently about the
overall workplace moving forward. Lab workers from differ-
ent departments and even external organizations can now
access data and carry out research, projects, and assignments
together and from different locations as necessary. With this
advancement, data volumes are steadily on the rise. Ensur-
ing the integrity of the information through cybersecurity
measures, proper integration, management of software tools,
understanding specialized infrastructure needs, and allo-
cating ample workspace for IT/data management personnel
should all be considered. This means that a larger portion of
the construction and/or FFE budget must be allocated for IT
and technology than ever before.
Design/planning response: Space assignment for infra-
structure and technology support will increase. Understand-
ing the specific technology requirements and infrastructure
needs is paramount to a successful design. Team and collab-
orative spaces should be outfitted with technology for shared
data visualization.
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Lab digitization: Automation, artificial
intelligence, bioinformatics, and
machine learning
The advancement of digital transformations with artificial
intelligence and machine learning has changed the land-
scape of research. Tasks can be automated, human errors are
reduced, and data outputs allow researchers to spend their
time in more cost-effective ways, drawing conclusions based
on various data sets.
Automation and new ways of looking at data have made data
scientists an integral component of a research group. While
data scientists require some dry space, allowing them to be
embedded within the research environment with the abil-
ity to spend some time at the wet bench can help expedite
processes specific to computational models. In addition, the
technology-enabled work process allows researchers to spend
more time out of the lab and have more flexibility in when
and where they will work.  fume hoods, which are the primary containment device for
Design/planning response: Data scientists will require
specialized space; however, embedding them with wet
researchers will be key. Understanding transformations in
workflows due to the digitization of equipment will require
some insight into the appropriate space ratios. Plan for the
evolution of lab workers as their skills require access to both
wet and dry environments.
Tissue culture is on the rise
A surge in therapies for cancer and neurosciences, devel-
opment of novel vaccines, growing focus on personalized
medicine, continual R&D in drug discovery, and overall
awareness about cell culture techniques that can be used in
various areas of research have resulted in a growth of tissue
culture work. Although 2D cultures are preferred methods
and typically used, significant growth in other techniques
such as 3D cell cultures, organoids, and 4D cell cultures are
providing new models between the historical 2D cell culture
and animal models.
Design/planning response: Understanding the type of cul-
ture (mammalian vs. non-mammalian) and the specific kind
(i.e., clean, infectious disease, bacterial, viral vector) is im-
portant to accommodate for specialized protocols, equipment,
and ventilation requirements to help prevent contamination
between samples and allow for specialized protocols that may
be required.
Lab Manager
Molecular testing is gaining momentum
Molecular testing has seen tremendous growth in the past few
years and is forecasted to see continued significant growth. It
has become a widely accepted technique used to help with the
diagnosis of disease, cancer research, gene sequencing, genet-
ic testing, and early detection of illness with rapid results.
Design/planning response: Separation of spaces with a
unidirectional workflow is preferred for this type of work.
Understanding the user’s needs, equipment, and ventilation
requirements to reduce contamination will be required.
Reduced chemical use
As we shift toward more cell-based work, the chemicals used
are more benign and less hazardous. Processes and equipment
require smaller quantities of less hazardous chemicals and,
in some processes, can be eliminated completely. As a result,
chemical use, are not used as frequently and, in a biomedical
environment, can be shared amongst users.
Design/planning response: Pull fume hoods out of main
labs to reduce overall risk. Create a fume hood support lab or
alcove that can be used as a shared resource. Plan the flow of
chemicals with ventilation in the laboratory to respond to the
idea of minimized risk.
Hotdesking and the blurred lines of the
workplace  
While work in the lab environments may go back to “normal,”
the idea of hybrid work models does not seem to be going
away. As we look at ways to improve overall space utilization
and space quality, we are seeing a shift to more hotdesking
where one can pick a space based on their specific needs,
whether it is proximity and visibility to a lab bench and/or
a desire to feel safe, both physically and psychologically, by
keeping distance from the next person. As work processes
become more digitized and automated, time spent in the lab
proper will likely be reduced.
Integrative research environments should be inclusive of the
traditional office and workplace. Accommodating a variety of
workplace environments that allow for focused work, col-
laboration, experimentation, and computation with varying
amounts of technologies and qualities of spaces will allow
staff to choose the appropriate workplace setting based on the
task to nurture innovation, collaboration, transformation, and
foster a positive culture. 
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Design/planning response: The typical 50/50 lab-to-office
ratios will need to be reevaluated. Holistic approaches to
creating integrated research environments where wet lab and
dry workplace can be interwoven with varying amounts of
technology and qualities should be considered.
Plan for storage (of all kinds)
Storage needs are often underestimated, and unfortunately,
these needs are not going away. While paper is becoming
electronic, the just-in-time mentality for consumables and
chemicals may need to be reconsidered. Researchers contin-
ue to have trouble securing basic consumables due to supply
chain issues resulting in disruptions to research and lab work.
Long-term planning and ordering early may be the best way
to cope in the meantime. Beyond that, bulk purchasing sup-
plies has its benefits. Users can see cost savings on bulk orders,
handling is more efficient, the packaging material is typically
less, and overall transport emissions are reduced. 
Design/planning response: It is understood that space is
limited; however, storage needs should not be underestimat-
ed. Longer-term storage should be considered in the overall
solution, even if it is not part of the main building/floor.
Equipment is getting smaller, faster, safer,
smarter, and more powerful
Instrument miniaturization has allowed scientists to do more
with less. Advanced equipment is “double the performance,
half the size.” Not only does this result in a smaller footprint,
but it’s also faster due to automated work processes. Addition-
ally, it is safer because it typically will use fewer amounts of
reagents and accommodates closed systems that ensure a safer
work environment. Modern equipment is smarter and more
powerful since it eliminates human error and can produce
loads of data sets at a time.
Lab Manager
Design/planning response: Consider re-evaluating space
allocations per scientist as newer equipment is procured.
Flexibility and adaptability
As research priorities continue to rapidly shift, it is essential
for labs to be able to adapt and pivot quickly to accommodate
changes in workflows or equipment. Thus, flexible laborato-
ries that allow for easy reconfiguration are becoming not just
a trend, but a necessity to adapt to a new scientific direction
without having to invest heavily. Flexibility features should
include the ability to reconfigure within the lab by the same
users as well as adaptability features, including HVAC ca-
pability, to allow for new users with different requirements.
As we shift into digitized and automated equipment, there
likely will be less need for wet plumbed utilities (i.e., vacuum,
gas, compressed air) with more of an emphasis on additional
electric and data capacities.
Design/planning response: Utilizing overhead service
carriers or panels to supply electric power, data, and plumbed
utilities in conjunction with mobile adaptable casework table
systems allows for interchangeable furniture and equipment.
Trends and demands in these integrated research environ-
ments will continue to evolve. The planning and design of
these environments should aim to address people, processes,
technologies, safety, and culture, while also addressing space
utilization and optimization. In some ways, lab digitization
and automation, along with reduced chemical use, have
opened the doors for lab research environments to become
more humanized, where designers and planners can blur the
lines of various research activities while still promoting safe
and efficient scientific work and establishing a positive organi-
zational culture.
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Lab Manager 15