London’s Great Estates have long shaped the capital, creating distinctive places that bring together commercial activity, public realm, culture and community. Their long-term stewardship requires a balance between preserving the qualities that define a place and responding to changing markets, occupier expectations and the needs of future generations.

NLA’s Great Estates Network brings together representatives from London’s historic and emerging estates to explore how long-term vision, placemaking and commercial strategy can create places that endure.

Hosted by King’s Cross Group, this second roundtable explored how established destinations can be curated, refreshed and kept relevant as they mature. The discussion considered how estate custodians can balance short-term opportunities with long-term ambitions, maintaining a distinctive identity while adapting to changing social, economic and environmental conditions. 

Representatives included: 
- Nick McKeogh, Chief Executive at NLA (Chair) 
- Jacinta Rowsell, Managing Director - Operations at Canary Wharf Group 
- David Horkan, Assistant Director - Planning & Development at City of London Corporation 
- Sian Astrop, Meanwhile & Asset Manager at Earls Court Development Company 
- Henry Hunter, Mayfair Retail Director at Grosvenor 
- Leo Shapland, CEO at King’s Cross Group 
- Mark Camley, Executive Director of Parks & Venues at London Legacy Development Corporation 
- Rosalind Peebles, Public Realm Principal at Oxford Street Development Corporation 
- Catriona McCulloch, Senior Technical Manager at Peabody 
- Sophie Rosier, Head of Mixed-Use at Savills 

The roundtable highlighted the transition from delivering a masterplan to actively curating a place over time. A strong long-term vision remains essential, but must be flexible enough to accommodate changing uses, new audiences and evolving expectations. Successful places develop through continuous investment, experimentation and adaptation, requiring a clear understanding of what makes a place distinctive, what should be protected and where change can create lasting value.

A key theme was the growing importance of experience in shaping successful destinations. High-quality buildings and commercial space remain fundamental, but public realm, culture, hospitality, retail and leisure increasingly give people reasons to visit, stay longer and return. Broadening the mix of uses can help established employment districts become more rounded destinations, supporting activity beyond traditional working hours. Understanding visitor behaviour, tenant feedback and patterns of use can help inform investment and programming, strengthening both the experience of a place and its wider commercial appeal.

Maintaining a distinctive identity requires approaches tailored to local character, context and audience. London’s places each have their own qualities, from historic streets and heritage buildings to cultural institutions, waterways and established business communities. New uses can bring vitality and attract new audiences, but must be considered alongside existing residents, businesses and the qualities that make a neighbourhood special. Commercial success depends not simply on following market trends, but on creating a coherent offer that reflects the character and purpose of each place.

Meaningful community engagement was identified as central to long-term stewardship. Regeneration must work for the people who live, work and spend time in an area, extending beyond physical development to include employment, education, health and social infrastructure. Building trust is particularly important in large-scale regeneration, where communities may have experienced prolonged uncertainty or change. Meanwhile uses, community hubs, cultural activities and affordable spaces can reconnect people with places, support local businesses and test ideas for longer-term plans. Their value depends on active management and a willingness to adapt as circumstances change.

The discussion also explored how experimentation can help established destinations evolve. Temporary public realm improvements, leisure activities and cultural programming can test how spaces are used and reveal opportunities for improvement. Success is not measured by footfall alone: encouraging people to stay longer, explore surrounding neighbourhoods and move between destinations can be equally valuable. Learning from interventions that do not work as expected is important, as is ensuring that temporary projects contribute to a wider vision. The ability to adapt depends partly on governance and ownership, alongside effective partnerships between estate custodians, local authorities, businesses and communities.

Balancing commercial performance with wider public value remains a central challenge. Investment in public realm, culture, hospitality and community infrastructure can strengthen a destination’s appeal, even where the benefits are not immediately reflected in individual development appraisals. A broader understanding of value considers the relationships between buildings, businesses, public spaces and the surrounding neighbourhood. This requires a long-term perspective alongside a clear understanding of financial viability. Planning authorities and public-sector partners also have an important role in supporting flexibility, facilitating collaboration and aligning development with local priorities. 

Looking ahead, the roundtable highlighted the importance of planning for future generations, particularly in relation to housing, infrastructure and the changing needs of London’s workforce. Long-term success depends on creating neighbourhoods where people can afford to live, access opportunities and build lasting connections, rather than focusing solely on development outputs. Considering legacy from the outset can help ensure that buildings, public spaces and cultural assets continue to serve communities as places evolve. 

Across established estates and emerging destinations alike, the discussion reinforced that relevance is not maintained by standing still or continually chasing new trends. It depends on clear purpose, active stewardship, meaningful engagement and a willingness to learn. Greater collaboration and data sharing across the industry could help strengthen understanding of what makes places successful, enabling estate custodians to learn from different approaches while recognising the distinct character of each location. 

Ultimately, London’s strength lies in its ability to combine longevity with reinvention. By understanding what to protect, what to change and where intervention can create lasting value, the capital’s Great Estates can continue to evolve as distinctive, resilient and commercially successful places for generations to come.