By Philippa Clark, Director of Business Development, One Nucleus

In life sciences, we naturally celebrate the power of collaboration. Innovation breakthroughs rarely happen in isolation; they are the result of expertise, ideas, and resources coming together in ways that no single organisation could achieve alone. However, when it comes to networking, the value is too often judged through the narrow lens of short-term outcomes.

Throughout my career, I’ve often been asked the same question after attending an event: “What was the return on investment?”, “How many leads did you get?”, “How many connections did you make?”, etc, etc. The expectation is that the value of networking can and should be calculated immediately. Did we find a partner? Did we secure a contract? Did we identify a clear commercial opportunity?

These questions completely miss the point. True networking is not a transaction but a process of relationship-building. The most impactful connections often reveal their value months or even years later, sometimes in ways that you could not have predicted!

I can think of countless conversations from many years ago that have resurfaced unexpectedly, a contact introducing me to a new collaboration partner, a shared idea evolving into a new project, or a piece of insight influencing a future decision. These outcomes are no less valuable for having taken time to emerge. In fact, they are often the most transformative.

Our sector thrives on the exchange of ideas between people with different expertise, from entrepreneurs to academics, investors and beyond. A discussion at a conference today might plant a seed that shapes a research programme tomorrow and leads to a future therapy.

When we measure networking purely in terms of immediate returns, we risk undervaluing the slow-burn opportunities that underpin much of our industry’s innovation. We also discourage the kind of open, curious and organic conversations that spark new thinking.

Creating a Culture That Supports Networking

For networking to deliver its full potential, it also needs to be embedded in organisational culture and made accessible to everyone, not just senior leaders or business development teams.

Scientists, technicians, project managers and early-career professionals all have valuable perspectives to share and much to gain from connecting beyond their immediate circles.

The benefits go beyond the exchange of business cards:

• Insight into emerging trends, technologies and ideas.
• Contacts who may one day become collaborators or advocates.
• Confidence in articulating work, ideas and speaking to new people.
• Actually leaving the laboratory and experiencing a brand-new setting.

Some of the most valuable conversations I’ve had were entirely unplanned, from a chance discussion once in a museum cafe, an introduction after a panel session, or a comment made during a workshop that completely changed my viewpoint. These moments cannot be forced, but they can be encouraged when organisations recognise networking as a strategic enabler, not an optional extra.

Looking Beyond Immediate ROI

Networking should be seen as a long-term investment, not a short-term cost to be justified after a single event. In life sciences, where the path from idea to impact is often measured in years, this mindset is especially relevant.

When we shift the focus from instant results to lasting relationships, we open the door to collaborations and innovations that would never have emerged through purely transactional thinking.

In the end, the real measure of networking is not how quickly it delivers, but how deeply it connects and how far those connections can take you.

Networking is truly the art of building relationships before you need them or even knew you needed them!