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The term “Fourth Industrial Revolution” (4IR) was coined in 2016 by Klaus Schwab, founder and executive chairman of the World Economic Forum, to describe the exponential transformation society and commerce are experiencing due to converging breakthroughs in numerous fields, such as artificial intelligence, robotics, 3D printing, nanotechnology, biotechnology, materials science, energy storage, the internet of things (IoT), and quantum computing. While this latest advancement is to some degree an extension of the third revolution (aka: The Digital Revolution), 4IR is considered a new era because of the unprecedented speed, scope, and systems impact of the coming changes. It is evolving at an exponential rate rather than a linear one and is expected to disrupt entire systems of production, management, transportation, and governance on a global scale. In response, a new breed of interdisciplinary research facility is emerging, as academic institutions try to anticipate training students for the unforeseen demands of the 4IR.

Imagine a baby born today. She’s smart and science-minded. Through good luck and hard work, she earns her doctorate early, and by age 31, she is solidly embarked on a research career. What does her lab look like? That’s what two SmithGroup thought leaders—Adam Denmark, director of Laboratory Planning, and Steve Palumbo, Science and Technology Studio leader—sought to find out with their team members though a yearlong research initiative they called LAB2050. Collectively, the SmithGroup team and their client advisors defined six categories that they used to project current trends forward—technology, funding and partnerships, energy and the environment, collaboration, synergies, and planning and design—and to visualize the new ones that might emerge.

The College of New Jersey (TCNJ) is fostering the seamless integration of instruction and research by blurring the boundaries between disciplines and spaces in its new STEM Complex. The open, transparent approach puts science and engineering on display, enables students and faculty to easily transition from one type of work to another, and provides ongoing opportunities for collaboration among the sciences, technology, engineering, and mathematics, as well as other disciplines across campus. The complex, situated at the heart of the campus and anchored by the 89,000-sf STEM Building, is a multi-phase construction and renovation project. It supports the college’s vision of addressing increasing enrollment in the STEM disciplines, and providing a learning environment that prepares graduates to be knowledgeable, successful employees in a competitive job market. 

With demand for human donor organs historically and increasingly outpacing the available, viable supply, researchers and physicians have looked for decades at xenotransplantation—cross-species transplantation—as a possible vehicle to overcome the problem. The traditional approach to xenotransplantation, however, is an “impediment to moving transplantation forward,” asserts Karl Kraebber, director of xenotransplantation operations at the University of Alabama at Birmingham School of Medicine. His team believes the solution isn’t in expensive and time-consuming renovation of existing buildings. “Our more novel approach is for flexible, modular spaces, to be used for small pilot trials and then scaled up once we have partnership with our governing agencies,” he says. “We’ll take ‘fast and good’ over ‘slow and perfect’ every time. It doesn’t mean we’re cutting corners.”

Asking a company to define its culture often results in an ambiguous response, but answering that question is key to addressing business concerns with the most effective workplace and organizational design solutions. Organizational strategies reflect the structure of the business, can identify workflow and system inadequacies, and should support workplace design. Assessing a company’s business objectives, functional needs, space utilization, necessary workplace improvements, user requirements, and operating capabilities can be instrumental in making the best design decisions. This approach is built on a foundation of viewing design as an enterprise-level service capable of solving business problems, and not just real estate issues.