RESEARCH METHODOLOGY

REPORT ON
(RESEARCH ON INCUBATION CENTRE)

By

POOJA MISTRY

(Roll No: 15-ARG-26)

Submitted to
COLLEGE OF ARCHITECTURE

COLLEGE OF ARCHITECTURE
SARDAR VALLABHBHAI PATEL INTITUTE OF TECHNOLOGY
GUJARAT UNIVERSITY

VASAD - 388306
 Certificate

College of Architecture,

S.V.I.T, Vasad

Anand, Gujarat. (India)

The present research is hereby approved as a creditable work on the approved subject,
carried out and presented in a manner sufficiently satisfactory to warrant its acceptance as
a pre-requisite to the degree for which it has been submitted. It is to be understood that by
this approval that the undersigned does not necessarily endorse or approve any statement
made, opinion expressed or conclusion drawn therein, but approved the study only for the
purpose for which it is submitted and satisfy herself as to the requirements laid down by the
Gujarat University.

RESEARCH TOPIC: (Research Topic Name)

Student name: POOJA MISTRY

Roll no.: 15-ARG-26

Semester: VIIIYear:IV

seal – signature

Prof. pragnesh shah

(H.O.D.) COLLEGE OF ARCHITECTURE

S.V.I.T., VASAD, GUJARAT

 ACKNOWLEDGEMENT

The research on “STUDY OF INCUBATION CENTRES” has been chosen by me as

a topic of research which is a part of curriculum in 8th semester of Bachelors of
Architecture course.
I have tried my best to present to you this information as clearly as possible and I
hope it will be comprehended by wisest spectrum of researchers and students for
further knowledge.
I devote my special thanks to other faculties who helped me to complete my
research with their guidance and knowledge.
I am also very thankful to my family and friends who helped me directly or indirectly
in entire course of project.
STUDY OF INCUBATION CENTRE
MISTRY POOJA
15-ARG-26
24 APRIL,2019
 Table of Contents

Page
 Aim………………………………………………………………….................……...…….....….i
 Objective…………………………………………………………................….……..............ii
 Scope Of Study And Limitations………....………………………….....................iii
 Methodology…………………………………………………………………….….….........iv

Chapter-1: Introduction…………………………………………….....1-3

1.1.General……………………………………………………………….................…..........1

1.2. Defining Incubation ………………….........................................................…1

1.3. Working of Incubation Centre..............………………………….….............2

1.4. Need of Study of Incubation Centre…...………………………...…..........3

* Summary..........................................................................................................3

Chapter -2: Literature Review…………………………………....….4-8

2.1. Government missions……………………………………………….…................4

2.2. Typical Institutional Model for Incubation………….…….…................6
2.3. Incubation centre’s services………………………….…………..................…6
2.4. Start-Up Potential in Industries……………………………....…..................7
2.5. Norms of Incubation centres………………………………..……..................8
* Summary.............................................................................................................8

Chapter-3: Framework for research………..……......................9-12

3.1. The evolution of business research……………………………………........9

3.2. Human relationship with incubation centre……………………...….....9
3.3. Historical precedents…………………………………………………..…...........11
* Summary..........................................................................................................13
Chapter-4: Spatial study of Incubation centres………………….......…12-17

4.1. Types of Incubation spaces…………………………………………………….…….............14

4.2. Spatial requirement of incubation spaces…………………………………..…...........16
4.3. The increasingly “open” and collaborative nature of innovation is
changing the Nature of design…………………...…..….............….....................................16
4.4. A work centred on collaborative work………………………………….……......….....19
4.5. Striking the balance for both collaborative and
Individual work.......................................................................................................................20
4.6. Secondary & auxiliary functional uses………………………...................................20
* Summary..........................................................................................................................21

Chapter-5: Case studies…………………….……………………………….....22-38

Case study- 1- life science incubation centre……………………..…........................….22

Case study -2- Translation & Innovation Hub White City, London………..........27
Chapter-6: Conclusion……………………………………………………………....39
Bibliography…………………………………………………………………….……...41
AIM
1. To analyse Collaborative Spaces, for Visual and Physical Access to
Relatively Collaborative environment of the Incubators.
2. To study the Kind Of Environment, which wouldbe a Facilitator of Trans-
Disciplinary Working and Incubate Such Ideas into Meaningful and
Manageable Business Enterprises.

OBJECTIVE
1. To Know The Appropriate Systems Of Functioning For Incubators.
2. To know the quality of spaces required that leads towards discovery and
Spatial Arrangement Facilitating gap between Makers and Managers.
3. To Know The Integration Of Services Achieved Within The Structure.
4. To Know That How Can Collaborative Spaces Work Without Being Intrusive.

Scope of Study and limitations

1. Scope is limited to the study of spatial requirement which changes

according to the type of incubation centre.
2. Scope is to study the space quality required for new technologies required
for the training.

Methodology

1. Observations
2. Documentary Analysis
3. Spatial study through Case Study
 Page |1

Chapter-1: Introduction

1.1. General

This research is about the spatial study of incubation centres. From cities to
small towns to suburban corridors, incubation spaces are taking place. Over
the past 10 years, these spaces—such as research institutes, incubators,
accelerators, innovation centres, co-working spaces, start-up spaces and
more—have grown at a considerable pace across the global. Yet what easily
gets missed is that these innovation spaces are physical manifestations of
broader economic, cultural and demographic forces, elevating what matters in
today’s economy. At the same time, the ambition to remain cutting edge has
driven leaders of industry, and their architects, down the path of creative
experimentation in design. In doing so, the last decade of design has
embodied a shift away from ‘style’ and more toward embracing core values
aimed to help people flourish under new economic and demographic
conditions.

1.2. Defining Incubation centre

An Incubation centre is business company/firm that helps new Start-up

Companies / people to Develop.

It Is Basic Mode of This Empowerment, is By Providing Services Such As

Management Training And/Or Office Space.Business Incubators Differ From
Research And Technology Parks In Their Dedication Exclusively To Start-ups
And Early-Stage Companies.Research And Technology Parks,On The Other
Hand,Tend To Be Large Scale Projects That House Everything From
Corporate,Government Or University Labs To Very Small Companies While
Science Parks Support Innovation On A University Campus or small private
firms.
 Page |2

1.3. Working of incubation centre

Incubation centre works in 3 stages:

1. Pre-incubation
In pre-incubation stage innovation assessment and business
planning is done.
2. Incubation
In incubation stage training, coaching, hosting and advance
business planning is done.
3. Post-incubation
After incubation innovation diagnostics, technology
commercialization
And business development is starts. Wholes process explain below:

Fig.1. working and stages of incubation centre.

 Page |3

1.4. Need of study of incubation centre

Everyone Engaged in The Working World Has Been Influenced in Some Way
by Design—Whether It Has Indirectly Contributed To The Development Of
New Insights Or, At Another Extreme, bad situation Or Fear.

The Conventional Wisdom Is That Workplaces With Collaborative, Informal

Spaces Are Now Common Place A More Accurate Picture Is That Most People
Work In Traditional, hierarchical Offices That Emphasize Individual Work.

Understanding the Changing Nature of Innovation and Other Broad Forces,

Their Influence on Human behaviour And Then, Ultimately, How This
Implicates Design for the incubation spaces according to human behaviour.

SUMMARY

The ideology of this chapter is to understand the stages of

formation of Incubation Centre and thereafter its existence in such
way that provide more empowerment to New start ups and early
stage companies in economic space.
 Page |4

Chapter-2: Literature study

2.1. Government missions

Technology incubation and development of entrepreneurs

Department of electronics and information technology (DEITY) is

implementing a scheme titled technology incubation and development of
entrepreneurs (TIDE),initially launched in 2008.the scheme has been revised
and extended till march,2017.As per the scheme provision,27 centres are
being supported at academic institutions across India.

Tide has a multi-pronged approach in diverse areas of electronics, ICT

and management. It aims to assist institutions of higher learning to
strengthen their technology incubation centres and enable young
entrepreneurs to initiate technology start-up companies for commercial
exploitation of technologies developed by them.

Tide incubation centres provide a gamut of services to new enterprises and

facilitate linkages congenial for their survival and growth. The centres network
with angel investors and venture capitalists who provide monitoring and
financial support to the start-ups and enable tenant companies to mature over
a period of 2-3 years and ultimately graduate to a commercial place to
transact actual business.

DEITY is providing financial and policy support for strengthening technology

incubation activities on the premises that this would in the long run result in
indigenous development of products and packages in the ICTE sector.

Objectives of incubation centres:

1. Promote product oriented research and development

2. Encourage and accelerate development of indigenous products and
packages.
3. Bridge the gap between R&D and commercialization.
4. Facilitate entrepreneurial training and IPR facilitation.
 Page |5

5. Promote involvement of faculty in start-up activities.

6. Ensure interaction between educations with exact market demands.
7. Active involvement of faculty in the technology start-up activities.

Start-up India

The central government is facilitating the construction and operation up of

such spaces by awarding institutions and private players’ tax breaks and
finance. The start-ups once qualified and notified by the government are also
benefiting from tax breaks to facilitate its self-independence.

In the larger picture, government shall be fulfilling the creation of millions of

new jobs, and export+ consumption of high-value project which is expected
to strengthen the economy, as evident form the success on start-ups in
developed and high-developing economies.

These ordinances have been notified and schemed under the ‘Atal Innovation
mission’ by the government of India and is expected to invest 1200 crore. In
this development scheme.

Since the typology of research laboratories is itself a new one, emerged only
less than a century ago, the country is in need of such dedicated spaces.
Flexibility and adaptability of such spaces are important since technology, and
thus physical machinery are changing every few years.

Incubation centres in India

1. Innovation and entrepreneurship (SINE), IIT mumbai

2. Technology business incubator,IIT Delhi
3. Startup village
4. Technopark TBI
5. Centre for innovation, incubation and entrepreneurship (CIIE), IIM
ahmedabad
6. Indian angel network (IAN)
 Page |6

2.2. Typical Institutional Model for Incubation

1. Academic Institute
2. Non-Profit Development
3. Venture Capital Firms
4. For Profit Development
5. Combination Of These

2.3. Incubation centre’s services

Since Start-up Companies Lack Many Resources, Experience And Networks,

Incubators Provide Services Which Helps Them Get Through Initial Hurdles In
Starting Up A Business.

This Hurdles Include Space, Funding, Legal, Accounting, Computer Services

and Other services To Running the Business.

The Following Services Are Generally Provided By The Incubation Centres:

1. Management
2. Networking
3. Technological Accessibility
4. Marketing
5. Financial
6. Presentation/Advertising
7. Business Training
8. Mentorship
9. Ethical/Legal Aid
10. Regulatory Compliance
11. Ip Management
12. Partnership
13. Training For Workmanship
14. Providing Platforms
 Page |7

2.4. Start-up potential in industries

There are a number of business incubators that have focused on particular

industries or on a particular business model, earning them their own name.

1. Virtual business incubator - online business incubator

2. Kitchen incubator - a business incubator focused on the food industry
3. Public incubator - a business incubator focused on the public good
4. Seed accelerator - a business incubator focused on early start-ups
5. Corporate accelerator - a program of a larger company that acts akin to a
seed accelerator
6. Start-up studio - a business incubator with interacting portfolio companies
7. Hybrid Incubator - A business incubator that combines virtual incubator
with on-premise activities.

Suggested Scope of Areas / Sectors for Establishing Incubation centres

1. Agriculture and Allied Fields

2. Bio Technology
3. Building Materials/Construction Technology
4. Electricity, New and Renewable Energy and Environmental sustainability
5. Education
6. Health and Pharmaceuticals
7. Information & Communication Technology (ICT)
8. Sensor Technology
9. Manufacturing and Engineering
10. Micro and Nano electronics
11. New Materials including Nano Materials
12. Water, Sanitation and Solid Waste Management
13. Housing – Urban and Rural
14. Transport
15. Other emerging areas or of social / national importance
 Page |8

Table 1: different industries which can be included as an incubation

centre
Table shows the industries which are included in incubation centre.
Technology Biosciences Art Wood/ Forestry

Computer Electronics Aero-Space Tourism

Software
Services/Professi Medical Devices Kitchen/Food Manpower
onal
Manufacturing Advanced Retail Media
Materials
Internet Construction Fashion Energy/Power
Telecommunicati Computer E-business/Ecommerce Defence
ons Hardware

2.5. Norms of Incubation centres

1. AICs can be established either in Public funded institutions or Private

sector funded institutions or in Public Private Partnership (PPP)
mode.
2. Academic/ R&D Institutes and others like Technology/ Industrial Parks or
Companies as well as individuals or a group of individuals (hereinafter
referred to as “Applicant”) wouldBe eligible to apply.
3. AICs can also be established either individually by one of the applicants
mentioned above or in collaboration with each other.
4. The AICs would be setup as a Special Purpose Vehicle (SPV) as a „not for
profit‟ section 8 company or as a Society/Trust. AICs can also be
established as a „for profit company‟ under the Companies Act 2013.
5. The applicant would have to provide at least 10,000 sq. ft. of built up
space with a lease period of 15 years for academic/ R&D institutions.
Whereas companies and individuals should have a minimum lease of
9 years.

SUMMARY
The basic idea in this chapter is incubation centre is in various institutional
models and different industries. They have provided various types of services
and funding in many potential areas and sectors which have been established
in various fields in today’s economy.
 Page |9

Chapter-3: Framework for research

3.1. The evolution of business incubators

The creation of companies and business and product market usually arises as
a result of social, economic and technological crisis. It is widely considered
that the idea of creating new companies as a favourable way of promoting the
conditions of the country arose in Britain in the 1970’s during the steel crisis
by converting abandoned industrial buildings into the first European
incubators. The British example was taken as precedent and followed In
France, Belgium, and Spain.by 1990’s business incubators started to appear
linked to universities which were targeted at students leaving university.

The acceleration and development of technologies has led to the emergence

of a new model of nomadic, flexible professional who relies on his laptop and
internet connection. Most professionals, thus, work from their home and thus
save on their infrastructural expenses. Co-working is a new kind of workspace
first created in San Francisco in 2005 for micro companies and entrepreneurs.
Thus multiple professional share an area designed for individual work, but in
the community. Working spaces are thus reserved on advance but flexible
working hours or rented for up to 6 months as a stretch. These facilities are
called co-working spaces.

3.2. Human relationship with incubation centre

Fig.2. Users of incubation centre

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Entrepreneurs, researchers, students, ordinary citizens and people of many

different positions and organizations can come together to simulate each
other, and reach mutual understanding. The space can be constructed to
naturally combine user’s knowledge and skills, with a diverse imagination,
which results in the natural occurrence of innovation.

Fig.3.spaces required for incubation

A diverse program in which anybody can participate leads to innovation.

Fig.4.Functional uses
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Table 2: User study

This table shows the different spaces occupied by different people at different
times and characteristics of the spaces.

3.3. Historical precedents

In a study of laboratories carried out by division of architectural studies of

Nuffield foundation, and published in report title, “design of research
laboratories.” It lay out the history of this new typology of the origins of the
first laboratories and the spaces dedicated and designed for them, sprung up
in the Mediterranean countries where the demand for dyes, imitation pearls,
and alloy that looked like gold and silver.

Although there were an active schools of practical method in the fourteenth

century, practical experimental work was left to alchemists, engrossed in their
search for elixir of life of the philosopher’s stone.
 P a g e | 12

It shows the different spaces for students and incubators.

Fig.5.Design o research laboratory-1961.

It shows the spaces provided to the medical start-ups.

Fig.6.Lab view of the chemical laboratories of the pharmaceutical society,

1903.
 P a g e | 13

SUMMARY

The acceleration of new technologies and development of socio-economic

condition of the country leads to creation of Research centres and
Development and training centres or incubators which needs more
professional and well designed spaces for researches, trainings, working
proceeds for employees, people, students, incubators and many related
participants. Frame work of the research has been so well oriented and the
space for it is so innovative and facilitated which is compatible for Human
relationship, skills development. and good functional uses.
 P a g e | 14

Chapter-4: spatial study of incubation centres

4.1. Types of Incubation spaces

a) Co-Working Space
An Office or Working Environment Shared By People Who Are Self-employed
or Work for Different Employers. Most Spaces Charge Monthly Rental Fees
For Desks And/Or Other Types Of Office Space And Equipment. Many Share A
Goal Of Creating Environments That Foster Connections And Creativity.

b) Start-Up Space

An environment providing start-ups with the space and resources needed to

test and nurture ideas. Many offer different workspaces including labs.
Increasingly combined with incubator, accelerator and co-working space.

c) Innovation Centre

Private (Corporate) or Public Spaces With Stateof-The-Art Technologies

Designed To Advance Ideas And Product Development. Variations Exist Given:
Economic Focus (E.G., Pharma Vs. Robotics); Target Audience (E.G., Companies,
Start-Ups, Students); And Integration Of Other Activities (Corporate Offices,
Incubators, Co-Working Spaces, Shared Laboratory Facilities).

d) Maker Space

A Space Where People And Start-ups Can Develop/Test Ideas Often Using
Shareable Manual Or Automated Tools.10 Resources Include A Wide Range Of
Equipment, Infrastructure, Materials And Expert Advisors. Some Are Industry
Specific and Can Be Located In Libraries, Community Centre, Private
Organization, Or On A University Campus.

e) Research Institute

A Space That Facilitates Collaborative Multi-Disciplinary Research (Sometimes

Between Academia, the Private Sector, and Public Sector) To Speed up The
Translation Of Lab Discoveries Into Practical Uses. Often Located Near
 P a g e | 15

University Buildings to Enable Researcher-Interaction from Neighbouring

Faculties

Innovation Civic Hall: Type of Dedicated Civic Space for the Innovation
Community to Gather and Exchange Ideas. Includes Open-Work And Teaching
Spaces, Event Space And Flexible-Use Spaces.

Table 2: Characteristics of different incubation centres

This table shows the different working patterns of incubation
centres.And with whom they are working
 P a g e | 16

4.2. Spatial requirements of incubation spaces

Incubator spaces are the physical manifestations of economic,

demographic and cultural forces. The changing nature of innovation is
transforming spaces into open, flexible locales where separate professions and
disciplines more easily converge. The changing demographic of workers is
altering designs to be more comfortable, social and collaborative with
technology. For these and other reasons, spaces of innovation help to increase
today’s economy, making them the places usable.

4.3. The “open” and collaborative nature of innovation is

changing the nature of design. Research reveals that incubation is
increasingly collaborative, involving two or more people during the process of
incubation. Collaboration also importantly underpins “open innovation” and
convergence—a trend where disparate sectors and/or disciplines come
together as a means to innovate.

Face-to-face communication has growing currency. While collaboration is

increasingly central to driving innovation forward, it is a process often mired in
language, technical and organizational challenges. This places a growing
currency on face-to-face communication, where architects are reconfiguring
the “bones of the building,” creating interactive, sharable spaces and, in a
small but growing number of cases, re-imagining the ground floor of
buildings. Even with advancements in technology, interviews suggest that the
intimacy achieved through in person face-to-face communication remains
highly valued.

The growing penetrating of technology is driving firms to experiment in

balancing organizational desires, technological power and human needs.
The last 10 years marked a tremendous infusion of technologies into
innovation spaces, literally re-wiring how, where and when people connect
and communicate.
 P a g e | 17

Finally—given the unevenness across innovation spaces in applying post-

evaluations on design—leaders and managers of spaces, in interviews, offered
an almost unwavering view that design has indeed elevated the level of
collaboration and interaction as compared with classic office building design.

The changing nature of innovation, including the acceleration of

convergence, is leading to the transformation of spaces where separate
professions and disciplines more easily mix which are shown in figure 8
(a),(b) and (c).

Fig. 7 (a) same working space for company and university.

 P a g e | 18

Fig. 7 (b) connection and collaboration between different working areas.

Fig. 7. (c)Characteristics of different working areas

 P a g e | 19

4.4. A work setting Centred on collaborative work

Team mixing through design: From research institutes to start-up spaces,

architects are applying creative spatial strategies to stimulate both mixing (of
people and disciplines) and collaboration (between people and across
disciplines) as if it were a seamless act. While it clearly is not, some architects
emphasized how physically mixing people in space gives new reasons for
people to communicate andconnect—important precursors to any future
collaboration. Tully Shelly, the architect for Stanford’s Clark Centre,
emphasized this point, arguing how successfully designed spaces “accelerate
the formation of partnerships between biologists, clinicians, engineers,
chemists, physicists, and computer scientists ...”34 As it turns out, different
spaces are applying varying techniques to facilitate both evolution mixing and
collaboration.

1. Some managers choreograph mixing through the seating chart: grouping

together researchers from diverse specializations, if not sectors.
2. In some workspaces, researchers are organized into neighbourhoods or
pods, required to share equipment and supplies as a means to facilitate
conversation and side chatter.
3. In other spaces, open work-floor settings are creating what has been
described as a “new legibility of landscape,” prompting people to engage in
conversations. From advanced manufacturing incubator spaces to maker
spaces to the open office setting, managers of spaces offer how tearing down
physical barriers stimulating mixing and collaboration are.
4. In other cases still, such as at the Clark Centre, areas are regularly
reconfigured to support new group formations from 22 different departments.
 P a g e | 20

4.5. Striking the balance for both collaborative and individual

work

Open office design

The ‘open office’ is where desks are divided by low partitions (generally 30-36
inches high) or where no partitions exist at all to allow clear views across the
space. The open design model broke up the physical barriers that stymied
communication and the organic formation of teams—an important ambition
again today. open office in an innovation setting include a reduction of silos
and hierarchies, an increased level of interaction and face-to-face
communication, increased flexibility, and increased spatial efficiencies.
Another reason is cost savings in overall construction costs. By one estimate
developed by Perkins + Will, an international architectural firm, companies will
achieve over a 50-percent cost savings (furniture, power, lighting, materials)
using an open office design compared with designing private offices. There
are also greater space efficiencies, saving as much as 100-square feet when
converting one private office space to a workstation.

4.6. Secondary and auxiliary spaces

Various uses can be included within the campus and may have a positive
effect on the functioning of the incubator. a table is displayed that outlines the
recommended uses that may be conflated with the incubator.
 P a g e | 21

Fig. 8. Spaces which can accompany to incubation centre

SUMMARY
The chapter drives the overall study of incubation centre and its working culture with
innovative areas of work and designed structure as per available demographical
space, types of incubation centre, collaborative and individual work ,technologically
flexible in nature
 P a g e | 22

Chapter-5: Case studies

5.1. Case study -1: Life science incubation centre

Location: The university of Missouri campus, Monsanto, Missouri

Area: 33,000 square feet

Functions: conference room, private offices, wet lab facilities, shared lab
facilities and open office environments for facilitating start-up companies.

Currently the total space is utilized by 17 companies. Funded by various local

organizations and local benefactors, the building was built in 2009 to provide
a resource for the entrepreneurial community of Columbia and provide access
to wet lab facilities, biomedical research facilities, and engineering suites for
start-up companies.

Missouri Innovation Centre provides building support services, evaluates

businesses that are interested in residing at the location, and helps set the
future plans for use of the space.

Building is available to faculty, staff, and students as an outlet for research,

internship opportunities, and full time job opportunities with the growing
companies they work with upon graduation.

Internal spaces
 P a g e | 23

Internal spaces

The Incubator is unique in comparison to similar programs around the country

in that the Incubator functions as a department of the university, giving our
residents access to the following assets provided by the University of
Missouri:

a. Medicine (and associated comprehensive hospital and clinics)

b. Veterinary Medicine (animal models for human disease; veterinary
therapeutics)
c. Agriculture, Food and Natural Resources (a world leader in plant
biotechnology and bioenergy)
d. Bond Life Sciences Centre (integrated biomedical, agriculture and
bioenergy programs)
e. Engineering (strengths such as nanotechnology and biological engineering)
f. Arts and Science (innovations in physics and chemistry)
g. Business (resources in entrepreneurship and MBA intern availability)
h. Law (all things legal for the emerging entrepreneur)
i. Journalism (advertising and communication, modern media)
j. Nursing (innovating solutions for better patient care)
k. The Dalton Centre for Cardiovascular Research (in depth expertise in
microcirculation and other fields)
l. MU Research Reactor (largest university reactor in the US and a major
source for biomedical isotopes).

Building is comprises of:

I. Wet labs
II. Dry labs
III. Tenant offices
IV. Open office environments
V. Shared spaces
 P a g e | 24

Fig.9. layout plan of life science incubation centre

 P a g e | 25

Functional diagram of life science incubation centre

Centre has a common gathering spaces which is good for interaction but
offices and labs are different from each other which define as a strict
boundary for different peoples.

Summary

Main functional spaces are:

1. Working areas
2. Administration
3. Executive department
4. Public gathering space as a digital venturing incubators
Here in this building there is lack of interaction due to lack of open and
collaborative spaces.

Building has lots of internal barriers as a small internal working spaces.

Structure of building
There are different departments which leads whole incubation centre, which
includes:

administrative
department

executive
department

incubation space

meeting areas

public spaces

Fig.10. structure of building

Main areas:
1. Dry lab areas
2. Wet lab areas
3. Engineering / office suites
 P a g e | 26

Fig.11. connectivity diagram

All the working areas are placed along the centrally placed corridor.
 P a g e | 27

5.2. Case study 2: Translation & Innovation Hub White City,

London W12

Fig.12. Location of site

Location: Within white city campus, white city, west zone of London.

Area:110 hectare (272 acre).

Functions:Offering A Variety Of Affordable, Flexible, Short And Long Term

Tenancy Options For Companies At Every Stage Of Their Growth.

A. GROW
The co-location of research and business on this scale is unprecedented in
London, reinforcing the capital’s position as a catalyst for scientific
development and economic growth.
B. TRANSLATE
Thousands of next-generation thinkers and entrepreneurs are translating and
commercialising cutting-edge research for the benefit of our economy and
society.
C. ENABLE
Affordable adaptable office and laboratory spaces to accommodate open-
plan, turn-key or bespoke flexible work spaces for companies at every stage.
 P a g e | 28

Fig.13. view of the site

Established by: The Mayor of London

Opportunity Area Planning Framework which seeks to:

Promote economic development and wealth creation, the delivery of new

homes, social development, and environmental improvement of the key
development sites;

Provide a vibrant, creative place with a stimulating and high quality

environment where people want to live, work, shop and spend their leisure
time;

Create a renowned hub for creative industries and innovation, attracting

creative, media and entertainment companies together with bio-tech and
high-tech start-ups, anchored by some of the world’s greatest institutions
including the BBC and Imperial College London;

Encourage cutting edge business and academic research that will be linked
with schools and colleges to inspire young people, providing opportunities for
training and skills development in the community.

The building has been designed to form two adjoining wings – a taller main
wing of 12 storeys and a secondary wing of 7 storeys.
 P a g e | 29

A. future academic building

B. postgraduate residential accommodation –
wood lane studios
C. molecular science research hub
D. translation & innovation hub
E. Michael urn biological engineering research
hub
F. residential- private and college key worker- 192
residential units
G. future academic building
H. college key worker accommodation

Fig. 14.Site layout

Typical office floor spaces of 1,670 sq m (17,993 sqft) at lower levels and
1,110 sq m (11,968 sqft) on the upper floors.
 P a g e | 30

Between the two wings is an impressive glazed atrium space which will allow a
high penetration of natural light into the core of the building and provide a
Central social hub at ground floor level including 383 sq m (4,123 sqft) of
space for food& beverage/ services.

The main reception will be accessed from the north-west corner of the site via
a striking entrance at the base of the atrium. This will lead to a main lift core
on the western elevation incorporating two internal passenger lifts plus three
feature scenic lifts and WCs. There will be a secondary core on the eastern
elevation containing further WCs and a goods lift.

Lower ground level houses meeting rooms, storage, plant rooms, loading bays
and cycle storage for 134 bicycles plus showers.

Fig. 14. (a) View of informal space

Fig. 14. (b) View of open office space

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In sections all the floors have a open office spaces which is increasing the space usage
areas as no barriers are there and it also gives opportunities to interact with each other.

Fig.15. Functional section of building

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Table 3: Functions at different floors

Table shows the accomodation of functions at different levels and floor areas.

All the floors have a open plan which is flexible to use according to need and
which increases the interaction.
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Fig.16. Lower Ground Level And Ground Floor plan

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Fig.17. level 1,2 and 3 Floor plan

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Fig.18. level 4,5,6 and 7 Floor plan

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Fig.19. level 8,9,10 and 11 Floor plan

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Summary

This building have a fully open office spaces with no barriers which gives the
opportunity for interaction throughout the day.

Open floor plans gives chances for innovation.

Functions are divides according to the need as lower ground level and ground level
has services, recreational spaces and administrative and executive department.

Floor plans are designed in such a way that it act as informal working space and each
floor has separate canteen space.

Fig.20. floor vice division of spaces

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Chapter-6: Conclusion

By studying these much areas the main ideas are found thatleveraging design
to create purposeful use of space is extremely important for a business
incubator, as these spaces have become synonymous with innovation. While
these spaces require heightened collaboration and idea-generating areas,
at the same time, they need private spaces for individual work.

Creative connectivity can be initiated and promoted by considering each

user’s requirements to conduct business. Having open creative areas with
centrally-located amenities, promotes a relaxing environment – allowing
better and more honest participation in discussions/workshops. People
need to feel a level of acceptance to let their guard down and offer, in
some cases, ideas that are a little out of the box.

From a space planning standpoint, it's all about an open environment

promoting connection and interaction between the users.

Spatial requirements:

1. Administration area
2. Executive area
3. Meeting areas
4. Working areas with collaborative spaces
5. Recreational spaces
6. Cafes and canteens

Collaboration and connection between working areas to develop interactive

environment.
Spatial requirement according to the type of incubation centre and areas
according to the type of working space required.
Various uses can be included within the campus and may have a positive
effect on the functioning of the incubator.Table is displayed that outlines the
recommended uses that may be conflated with the incubator.

Spaces should be such that it provide required working environment to the

people and spaces should be innovative enough for incubators to get new
ideas.
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Interactive spaces will increase the innovation.

Fig.21.shows interconnection between different work spaces

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Bibliography

1) Guidelines for setting up of Incubation Centres under Atal Innovation

Mission - ‘Atal Incubation Centres’ ,Government of India NITI AayogAtal
Innovation Mission ,May 2016.pages- 3-6
2) Innovation Spaces: The New Design of Work,Julie Wagner and Dan
Watch,April 2017,pages –4-20
3) “Generations at work: A war of talents: innovating to integrate an
emerging generation into the workplace.” (Business Interiors: UK).
4) Spatial Determinants of Entrepreneurship in India,EjazGhani, William R.
Kerr and Stephen O‘Connell,August 2013,pages 2-25
5) Imperial-Translation-&-Innovation-Hub-I-HUB.pdf,pg. 1-28
6) Jeffrey Rayport, “Technology will Make Collaboration Your Next
Competitive Advantage,” MIT Technology Review, last modified March 1,
2011. https://www.technologyreview.com/s/423159/technology-will-make-
collaboration-yournext-competitive-advantage/.
7) http://www.ma-architects.com/news-plus-insights/articles/how-to-design-a-
business-incubator
8) http://designmadeinjapan.com/magazine/architecture/koil-a-new-co-working-
space-and-startup-incubator/
9) https://missouriinnovation.com/life-science-labspace/
10) https://issuu.com/vikrambengani/docs/post.jury_thesis_report_vikram_beng
11) https://en.wikipedia.org/wiki/Business_incubator