Reduction of waste produced during construction.
This has to come before we can start to apply other things..In the past year, COVID-19 has shown us just how much is possible.
Marks feels that a behavioral shift is the main element needed to utilise our existing technology to more of its fullest potential.It’s a long game, she says.This is about product-led thinking and strategic initiatives focused on long-term business health.. “You need an ecosystem of products, ours and other people's, to make this possible, but you first need leadership to give you permission to learn a direction, a strategy, the reasons you're doing this, and that, rarely, if ever, lives in one project.
We have to stop this nonsense that we're going to somehow change the world with one project.”.The people in leadership positions, whose jobs aren’t vulnerable, they’re the ones who need to move this forward.
“You've got to think about the long game,” Marks says, “and whether or not you're going to exist on this planet.”.
She’s also aware that there’s a monetary opportunity here, on top of the current $14 trillion industry ecosystem.Although the automation path forward for laboratories is uncertain, it was felt that longer-term plans and strategies were needed.. For example, if automated systems become prevalent, they become increasingly critical to operations and supply chains.
This brings with it a need for increased reliability, redundancy and contingencies..There is a paradox; what does long-term planning look like when there is little clarity on how individual technologies will deliver or develop?
How do we demonstrate clear business cases for investment when many approaches are not yet ready for deployment and those that are ready have not been tried and tested?.There is also a significant cultural change to work through as activities which were previously seen as high-value, almost crafts, become commodity services..