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Faculty in higher education often spend less than 20 percent of their workday at their assigned desks, so why do they still have them? It is a question that academic administrators are asking, as they look for ways to provide building occupants with the spaces they need to do their work and the autonomy to select the right space for the right task, all within an increasingly constrained campus footprint. Corporate offices have been making the transition to unassigned seating for years now, and despite trepidation, there are signs that academia may be following suit: In a recent survey of 88 U.S. colleges and universities (conducted by the Society for College and University Planning and brightspot, a Buro Happold company), about 62 percent of respondents said they are pursuing more flexible or unassigned workspaces for administrative staff, and 54 percent are planning to do so for academic work facilities, as well.

The global life sciences industry has been on the rise, growing more rapidly than ever over the past decade—well before the pandemic struck. In fact, its trajectory only accelerated throughout 2020 and into early 2021—with demand for its products surging and access to capital continuing to greatly expand in both periods. A record $70 billion of private and public capital (mostly venture capital and initial public offerings) poured into life sciences-related companies in North America in 2020, a 93 percent increase from the previous record of $36 billion received in 2018. And if investment continues at the pace we’ve seen in the first quarter of 2021 (already totaling $32.9 billion), we could see somewhere in the area of $90 billion raised this year alone. With COVID-19 challenging the sector last year like never before, the industry has clearly proven itself, sparking a light that illuminated a better way to work, collaborate, and innovate toward the hope of a vaccinated future. The speed at which COVID-19 vaccines have been developed and rolled out is a huge achievement for the pharmaceutical and biotechnology industries and is also a testament to the power of global collaboration. Now that we know what’s achievable in a relatively short amount of time, many will ponder what’s next for the life sciences industry. What else is it capable of doing? With the recent success of the COVID-19 mRNA vaccine technology, many researchers are increasingly seeing expanded possibilities in the technology to fight against infectious diseases, cancer, and more. This acceleration of the life sciences industry comes at a critical time, demonstrating the sector’s value and agility when the stakes have been so high.

Occupancy restrictions are being lifted across the country, and companies and institutions are anxious to get back to business. But it’s clear that for many, the workplace will never look the same. After a year-and-a-half of maintaining only a virtual presence in the office, classroom, and to some extent even the lab, employees want to retain some of the autonomy and flexibility they discovered while working remotely. And employers, who have learned that much of the corporate and academic mission can be fulfilled from anywhere without sacrificing productivity, want to make better use of their space. One likely scenario going forward is a hybrid workplace—a combination of remote and in-person activity. In a recent Tradeline survey of 155 individuals at 115 organizations nationwide, 76 percent of the respondents named hybrid workplaces as their top space planning and management priority.

With its Sobrato Campus for Discovery and Innovation, Santa Clara University has bridged the stark divide between the entrepreneurial mindset of its Silicon Valley neighbors and the steadfastness typically found in academia. Colleges and universities frequently borrow ideas from, and sometimes consult with, the companies they hope will hire their graduates. Santa Clara took it one step further by involving the corporate donor in every phase of the design. The result is a facility—featuring student-driven project spaces, interconnected and accessible faculty work areas, and collaborative teaching and research environments—that represents the expectation of Silicon Valley for its graduates to be ready to work across disciplines and on integrated teams.

A onetime University of Maryland student who struck it big in the tech industry returned to donate significant funding for a new computer science center—one that brings Silicon Valley facilities, visible building tech, and up-to-the-minute environmental controls into College Park. Brendan Iribe left school and ended up cofounding Oculus, which was later sold to Facebook for $2 billion. He returned to Maryland with a vision for inspiring innovators of the future by providing them with spaces in which to create new technologies.