Increased visibility of laboratory operations to management can be unnerving, especially for managers who have previously been more focused on the science than the business of the laboratory. To prepare for increased exposure, managers must develop a strategy and a realistic implementation plan to enable their operations to meet or exceed their organizations' demands.

Retention programs are as diverse as the businesses that implement them, but an ideal retention strategy is comprised of three key elements.

Fundamental to the process of laboratory facility planning is an understanding of some basic design principles that ensure future adaptability.

Today's competitive market presents a fresh set of challenges to pharmaceutical companies. Good Practice consultants can assist those companies in achieving compliance by providing training on aspects of GMP for production and QC.

A strong partnership between a supplier and a lab is necessary in order for the lab to remain competitive. It is important to build that strong foundation early in the relationship, as this creates a critical path free of obstacles.

Laboratory managers and team leaders, because of their knowledge of how research on a project unfolds, often play critical roles in deciding inventorship issues. Correct inventorship has to be considered whenever one or more of your staff members submit an invention disclosure to be considered for filing as a patent application.

When managers think of optimizing laboratory performance, they might think of buying a new instrument. But that would be overlooking something they already have–human performance optimization in the form of cross training.

This month's cover story invites you to take a walk through your lab and look at everything as though seeing it for the first time, through unbiased eyes. Is there unnecessary clutter? Have your labcoats outlived their usefulness? What is the condition of your lab's extension cords? This simple exercise can help you develop a keener eye towards lab safety.