Process intensification, modularity, and automation could deliver billions in improved cash flow and drive pharmaceutical manufacturing close to net zero. So why isn't the industry moving faster? Professor John Dyson reports on what happened when four of the world's largest pharma companies came together to ask that question out loud.

Place matters more than most people think. Professor John Dyson argues that the environment where collaboration happens – its architecture, aesthetics, and culture – carries far more weight than the agenda. The Grand Hotel of Value is his answer to a problem the pharmaceutical industry hasn't yet named.

The Devil's Snare binds tighter the more you struggle. Professor John Dyson argues this is precisely what the construction and pharmaceutical industries are doing – and that the way out is not more effort in the same direction but the courage to try something genuinely different.

From building sites in his teens to VP at GSK, Professor John Dyson has spent his career watching purpose get lost in the machinery of delivery. His inaugural lecture at the University of Birmingham is his most expansive argument yet for why that has to change.

Personal guilt about climate change is understandable but insufficient. Professor John Dyson argues that what this moment demands is not hair shirts but the kind of leadership that built Spitfires in a Newbury carpentry workshop – ambition, ingenuity, and the determination to do things that have not been done before.

The coronation of King Charles III contained an unexpected lesson in collaborative design. Professor John Dyson argues that the symbolic act of divestment – stripping away rank, title, and certainty – is exactly what is required to create the conditions where genuinely creative, purpose-led design can flourish.

From HAL in 2001: A Space Odyssey to Stuart Russell's Reith Lectures, Professor John Dyson has been thinking about artificial intelligence for decades. In this blog he argues that the ethical principles required to keep AI safe are exactly the same principles that Design to Value has always applied to projects.

Curiosity, argues Professor John Dyson, is the escape from the black-and-white thinking that keeps industries stuck. In this blog, he traces a line from the therapy room to synthetic aviation fuel – and arrives at a sobering but energising calculation about the scale of the fourth industrial revolution.

Tevye in Fiddler on the Roof knows how to flex his values under pressure — and when to hold firm. Professor John Dyson finds in this story a precise model for how organisations, designers, and project teams can navigate change without losing what matters most.

After COP 27 failed to agree further CO2 reductions, Professor John Dyson sat down to write an angry blog and then slept on it. What came back was a simple but powerful realisation: the environmental emergency doesn't require us to give things up. It requires us to find the 'ands'.

Before you design anything, you need to understand who values what – and why those values might conflict. Professor John Dyson introduces the value landscape: a structured way of mapping stakeholder needs that can reveal fundamental tensions in a project long before they become expensive problems.

The instinct to reach for certainty at the start of a project is almost universal – and almost always wrong. Professor John Dyson draws on Viktor Frankl and General Stockdale to argue that living with uncertainty is not a weakness but the precondition for genuinely valuable design.