Delivering the Crick agenda

X chromosomes detailed image

Detail of X chromosomes

To effectively deliver the scientific agenda, the Crick needs a 
distinctive culture with effective leadership and governance and 
strong engagement from staff across the organisation and from our university 

We are developing an implementation plan linking our 
strategy with operational and financial plans. 

  1. Governance

    We are establishing robust formal governance mechanisms that are consistent with UK charity regulations and have the confidence of the Crick founders and funders. A priority is to develop formal and informal management structures that maximise opportunities for scientific staff to engage with the day-to-day running of the institute. 


  2. Science review and quality assurance

    We maintain the highest research standards by developing effective review and evaluation processes. Our review process include a review of the institute every six years, based on international independent peer review. This institutional review will be owned and managed by the Crick founders, in communication with the Crick Board. 


  3. Culture

    We are creating a collaborative and open culture that fosters links between the Crick, the founders and the wider scientific community including researchers, clinicians, industry and the public. A variety of communications tools support a creative internal culture where staff connect and collaborate. 


  4. Recruitment, training and organisational development

    We are developing an organisation that is adaptable and open to learning, with a strong tradition of internal mentoring and support and a focus on excellent science and scientists. Important areas of focus include developing the leadership skills of our junior group leaders, and working with our university founders to expand capability in the clinical and physical sciences. 


  5. Outreach

    We are building extensive networks and relationships across the UK and internationally to establish our role as a national institute that supports the UK science and innovation endeavour. As the Crick develops, we will continue to explore ways of working with universities and research institutes outside London, as well as relationships with industry and international partners. 


  6. Transitional management systems

    We are establishing all the business functions necessary for an organisation with the Crick's size and scale, combined with appropriate mechanisms for internal resource allocation. A particular focus is on developing a high performance ICT infrastructure, with the emphasis on access to technology anytime, anywhere across the institute.


  • The Crick is developing a distinctive culture with effective leadership, governance and strong engagement.