Innovation Engine workshop presentation & challenges
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Innovation workshop: Challenges requiring innovative ideas from SMEs. Presentation to the delegates who learnt about selected challenges from large organisations (Council, Hospitals, NHS, Global Corporates). They also heard summaries of specific challenges for the first time from two hospitals and the council. Two key markets addressed a) Health b) Low Carbon | Sustainability Presenters: Hugo Russell, Innovation Birmingham Shokat Akbar, Birmingham Community Healthcare Dr Jackie Homan, Birmingham City Council Dr Aziza Mahomed, University Hospital Birmingham Dr Vicki Ensor, MIDRU, Heartlands Hospital
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Innovation Engine workshop presentation & challenges
- 1. De-risking innovation through pro-active facilitation Accelerating Exploitation, Uptake and Investment in Knowledge and Technology across the West Midlands
- 2. Agenda 08:45 Welcome, Introduction and overview: 09:00 Healthy Villages - next generation community models: 09:10 Discovering innovation methods & models that work 09:15 Addressing challenges from large organisations. 10:10 Just how creative are you? BYOD: 10:15 BREAK (18 Minutes) 10:35 Challenges that are looking for solutions: 10:40 Format 1: Heartlands Hospital 10:50 Format 2: Queen Elizabeth University Hospital Birmingham 11:00 Format 3: Birmingham City Council 11:10 Group summary on challenges 11:20 Next Steps: Challenge specific workshops + Capability building workshops 11:25 Additional support available 11:30 Feedback for Car Pass 11:35 Close & networking
- 3. INTRODUCTION: CONTEXT + AIMS + OUTCOMES Hugo Russell Project Manager
- 4. Problems + Solutions = Value
- 5. Projects & Collaborations Project Process Overview Communities (Large Organisations) Regional Businesses (Capabilities and Capacities) Associations, KTNs, Clusters, Companies House, Media Facilitated Matching Challenges Capabilities Wider Calls & Opportunities (TSB, Hoizon2020) Triggers Networking, Events, Workshops, Calls, Media, Financials, . . . HEFT UHB BCC De-risking innovation in SMEs via pro-active facilitation of demand from large organisations
- 6. Project Overview • Stimulate New markets and growth – Matching challenges of larger organisations with – Solutions delivered by SMEs, based on – New Knowledge and Technology from within – SMEs and Universities and Large Organisations • Sector focus – Healthcare – Environmental • Piloting Models for Regional Innovation
- 7. Partners • HEFT & UHB: (Hospitals) Health related challenges • BCC: (Public sector) Low carbon related challenges • BCU & UoB: (Universities) Facilitation of solutions to the challenges • BSPA: (SME) Project management, SME engagement
- 9. Challenge Definition & Ideation Strategic Goals? Sign off? Challenge content? Categories? Deadlines? Information required? Participants Stages required? Scoring criteria Teams? Review selection? Publication?
- 10. Parallel Activities Engagement Workshop Engagement Workshop Challenge Preparation Workshop 1/4 Challenge Preparation Workshop 2/4 Challenge Preparation Workshop 3/4 Challenge Preparation Workshop 4/4 Challenge Preparation Workshop 1/4 Challenge Preparation Workshop 2/4 Heartland Hospital •Clothing •Waste Birmingham City Council •Electric Vehicle charging points •Vehicle logistics University Hospital Birmingham •Bladder Cancer operations •Pace maker connections Follow up Follow up Follow up Follow up Follow up Follow up Follow up Preparation Challenges Research
- 11. Rewrite the Innovation Playbook Ten New Requirements in the Age of Hyperinnovation In the world of hyperinnovation innovation itself is changing. In place of a monolithic R&D based innovation culture we suddenly have a proliferation of innovation approaches and new pressures on enterprises to innovate. http://www.innovationmanagement.se/2011/03/21/is-it-time-to-rewrite-the-innovation-playbook-ten-new-requirements-in-the-age-of-hyperinnovation/ We institutionalise change quickly and then defend the new position – we forget that as humans we are recurrently innovative. Even so we are passionate defenders of the status quo. Enterprises are buckling under their complexity, employees are freelancing the innovation game forcing change on to the firm by bringing their own smartphones, laptops and software.
- 12. You Can’t Google Good Ideas • 20 pithy observations about creativity “No one orders a bouquet of beige flowers” • The ability to find meaning rather than facts • To distinguish the signal from the noise • More information means more misleading information See more at: http://250words.com/2014/06/in-the-information-age-you-cant-google-good-ideas
- 13. Context of todays challenges
- 15. NHS EVOLVING: COMMUNITIES DRIVING CARE Shokat Akbar Commercial and Marketing Director Birmingham Community Healthcare NHS Trust
- 16. Innovation workshop: challenges requiring innovation ideas from SME’s Shokat Akbar Commercial and Marketing Director BCHC NHS Trust
- 17. Service Models Finances Innovation Demo- graphics Innovation in perspective Innovation… Process e.g. patients booking their own appointments online Service e.g. radical redesign of the pathway for people with dementia Strategic e.g. shifting power to patients, carers, families and communities as co-creators and producers of health. Transforming the paradigm of urgent and emergency care across the community Source: Sheffield Service Improvement Team Reported in HSJ article by Helen Bevan
- 18. Healthy Villages
- 19. Future Operating Models Strengthening Village Infrastructure Supporting Wellbeing Healthy Villages Innovation through collaboration
- 20. the new biopsychosocial model shifts the emphasis from caring to coping and feeling well “ring of care” ring of confidence Public Health is intrinsic to model A good place to live “ring of confidence” Mary Mary + Complete Care
- 21. One in four people in England fail to achieve more than 30 minutes of moderate intensity physical activity per week. Reducing physical inactivity by just one per cent a year over a five year period would save local authorities £1.2 billion. Turning the tide of inactivity Report - January 2014 Birmingham Be Active Scheme The benefit cost ratio indicates that every £1 invested in Be Active generates on average £21.3 in benefits. Matrix Evidence – Dec 11 Active Wellbeing
- 22. Shokat Akbar “ “How would you spend £1bn to improve the nation's health and wellbeing?” A real question posed to leaders at this year’s NHS Confederation Conference!
- 23. WORKSHOP: INNOVATION CAPABILITIES Ardavan Amini introducing Prof Simon Bolton
- 24. Facilitated Matching Challenges Capabilities Projects & Collaborations Birmingham City University - Work Package 2: Develop prototype model for the Innovation Engine Work Package Lead: Ardavan Amini Head of Enterprise Systems Centre of Excellence Technology, Engineering & Environment Faculty Email: ardavan.amini@bcu.ac.uk Workshop 1 – Guest Speaker : Prof Simon Bolton
- 25. SESSION 1 END: WRAP UP + HOW CREATIVE ARE YOU Hugo Russell Project Manager
- 27. BREAK (18 minutes) Speak with the Exhibitors: Health & Sustainability LightWaveRF Alex Shermer www.lightwaverf.com Cubewano Craig Fletcher www.cubewano.com Ventive Joseph Fisk www.ventive.co.uk Heat Genius Alasdair Woodbridge www.heatgenius.co.uk Roftek Simon Rothwell www.roftek.com IXC Jamie Elliot www.ixc-uk.com CUE Henry Jerwood www.coventry.ac.uk/ipr Aston Uni Toni Harrison http://10ksb.aston.ac.uk/
- 28. CHALLENGES: FEEDBACK SORT Challenges [Intentions | Opportunities | Issues | Ideas] that need innovative solutions The walls that require surmounting
- 29. 9 Windows TRIZ prompt
- 30. Getting an appropriate format
- 31. CHALLENGE 1: BCC Birmingham City Council Dr Jackie Homan, Sustainability and Science City Manager
- 32. How can you prevent or dramatically reduce NOX and other emissions from entering the vehicles particularly used by Adults and Community Services (vulnerable adults and children)? • Vehicles which are older (mostly Euro 3) and it would be too expensive to replace (given budget constraints). • Need an economic solution for diesel engines for vehicles up to 7.5 tonnes (cars, small vans, mini buses, precinct sweepers) to be able to meet our requirements for eliminated NOX & NO2 emissions and reduce carbon emissions. • Lots of solutions for vehicles over this weight (eg buses, vans etc) and new technologies have been applied in abundance (AdBlue into the diesel, filters on tail pipes) but these solutions are for bigger vehicles where the engine can burn hot enough to make the technologies effective.
- 33. How do you make electric charging infrastructure secure in any location? • Birmingham has 36 charging points – potential to reach 100 in the near future • Vehicles may need recharging in high crime zones – users are nervous. • Physical security (charging point on Margaret Street moves when people use it). • Of considerable interest to industry – good commercial angle. • Want to roll out rapid and standard charging points much more extensively; security will be a key issue.
- 34. BCC – Charging Points
- 35. CHALLENGE GROUP 2: UHB
- 36. UHB/UoB Steering Group UHB IE Steering Group UoB IE Steering Group David Taylor Duncan Shepherd Joe Richardson Daniel Espino Daljeet Bansal Aziza Mahomed Saloni Mittal Suzy Tsang Tom Rollinson Mike Smith
- 37. Challenge 1 Neurosurgery: Develop a novel brain cannula Background & Requirements • Essential to develop a tract (opening) of sufficient width to accommodate microsurgical instruments, brain holding retractors, and/or a Neuro-endoscope • Track is burrowed (relatively crude) Challenge • Aim is to allow neural dissection in the least traumatic manner, with fine control, some feedback and maximum accuracy • Investigate the potential to adapt a conventional brain cannula for neural dissection • Design and manufacture this novel brain cannula
- 38. Milestones • Design proposal • IP (Protecting idea) • SME with required expertise within the W. Midlands • Funding • Regulatory body approval • Affordable for stakeholders
- 39. Challenge 2 Bladder cancer surgery • Initial surgery for all cases is a staging resection • Initial transurethral resection (TURBT) is a “staging” procedure. Tumour is obtained to: –Confirm cancer diagnosis –Assign grade (G1 – G3) –Determine pathological depth of invasion – “pT” stage.
- 40. Bladder cancer • Staging resection procedure is done using a resectoscope
- 42. Challenge 2 Challenge • Resectoscope has no mechanism to capture tumour cells • Danger that pieces of the tumour (cancer cells) can adhere to the walls of the bladder during resection (i.e. tumour cell spillage) • Danger that tumour cells spreads to other organisms • Develop approaches to limit tumour cell spillage • For example: Design a novel device that can contain the tumour pieces within itself, thus restricting the area of contamination
- 43. CHALLENGES: HEFT Heart of England NHS Foundation Trust
- 44. @bethanbishop Vicki Ensor Innovation Programme Manager MIDRU Innovation Heart of England NHS Foundation Trust Solving Healthcare Challenges in Partnership
- 45. @bethanbishop The NHS market • Launched 1948 - worlds largest publicly funded health service • Serves 63.2m from ‘cradle to grave’ • Employs 1.7m – Only Chinese Liberation Army, Wal-Mart and Indian Railway directly employ more • Deals with 1m patients every 36hrs • Budget: 1948 ~£9bn, 2014 £109bn
- 46. @bethanbishop Drivers of innovation in the NHS • Financial: more for less (£15-20bn) • Improve quality and safety • Technological developments • Social: public demand, drive for personalised care packages • New service models – integrating acute/community • Patient demographics - ageing, LTCs, lifestyle factors
- 47. @bethanbishop • One of the largest healthcare providers in England – Birmingham Heartlands Hospital, Solihull Hospital, Good Hope Hospital, Birmingham Chest Clinic, Solihull Community Services • In top 5 of largest employers in Midlands • Over 11,000 employees • Serve 1.2m patients per annum (250,000 through ED) • Established MIDRU 2008 – to drive research and innovation development Heart of England NHS FT
- 48. @bethanbishop The MIDRU Innovation approach • Dedicated resource for staff • Challenge the status quo • Challenge identification and finessing • Ideas scoping and development to market Objectives: • Foster a culture for innovation • Ultimately improve quality of care offered to patients • Partnership & collaboration crucial
- 49. MIDRU Innovation engaging with Industry healthcare challenges Industry-led proposals NHS Staff Innovation Champions Challenge identification: Product or Service solution Companies Find To Innovate
- 52. IPAM Services Coventry University Enterprises Limited
- 53. IP – An umbrella term for a bundle of different rights Copyright ©, Trade Marks ®, Design Right Patents Database rights, Semiconductor topography , Plant Breeders Trade Secrets
- 54. Your IP + + Someone else’s - -
- 55. • Names and logos • Domain names and the internet • Designs and inventions • Graphics • Trade secrets • Databases • Financial • Patents • Agency/distribution/franchising • Computer systems
- 56. Eligibility SME • Fewer than 250 employees • A turnover less than Euro 50 million & a balance sheet less than Euro 43 million • And be not more than 25% owned by an organisation that is not an eligible SME ERDF excludes certain sectors
- 57. • Free IP audit and confidential report • Potential 50% grant • You invest up to £7,000 • A grant of up to £3,500 What does IPAM offer? + Regional IP workshops
- 58. IP Audit - your strengths & weaknesses including: Registered IP Unregistered IP Employee contract IP terms External IP contract terms Possible infringement – your IP, and/or others Company systems to record and manage IP IP Policies and their communication to staff International IP position IP Strategy for filing Enforcement and monitoring
- 60. SUPPORT: GOLDMAN SACHS 10K Henry Jerwood,
- 61. The Programme • Delivered by Aston Business School in partnership with the Goldman Sachs Foundation • Targeted at the owners of small businesses or the most senior decision takers in social enterprises who have clear ambitions to expand • Practically-focused business and management education designed specifically for the Programme • Structured to address range of issues facing growing small businesses and social enterprises • Fully funded by the Goldman Sachs Foundation
- 62. Programme Impact Closing date for applications: 27th June 2014
- 65. Innovation Networks • Do you have a great idea for a new product, process or service? Would a £10,000 grant help your small business to buy the skills and resources you need to turn a bright idea into a product or service ready for market? WHAT’S ON OFFER? Innovation Networks offers grant support to West Midlands based SMEs who are working with other regional businesses to develop innovative new products, processes or services. Revenue grants of £10,000 are available to cover product development costs such as parts and materials, prototype development, testing and I.P protection. OR Capital grants of £10,000 are available to cover costs of tooling and machinery needed to develop your new product. The grants are quick and easy to apply for. We recommend you contact us first to discuss whether your project fits the criteria and then we can provide support with putting an application together. APPLYING FOR FUNDING If you would like to find out more about the project please contact us: T: 024 7623 6391 E: innovation@cad.coventry.ac.uk W: www.innovation-networks.co.uk
- 66. Science Capital & Science City http://www.sciencecapital.co.uk: July 8: Health 2.0 Birmingham Meet-up How can games and gamification improve health and care? Aug 12 Health 2.0 Birmingham Meet-up: If Entrepreneurs Ran The NHS... Sept 11 Innovative Healthcare Meeting http://www.sciencecapital.co.uk/2014-biomedical/ £500, £250 and £125 on the spot awards to the best business plan Oct 15 Low Carbon Meeting: Millennium Point Fostering partnerships in low carbon R&D and commercialisation
- 67. Contact details Hugo Russell Project Manager / Innovation Lead Innovation Birmingham · A: Faraday Wharf, Holt Street, Birmingham, B7 4BB · T: +44 121 250 3504 · M: +44 789 4096 439 · www.innovationbham.com · hugor@innovationbham.com · www.linkedin.com/in/hugoruss “Opportunity to innovate through partnership” www.innovation-engine.co.uk
Editor's Notes
- Agenda: 08:00 Registration, networking & buffet breakfast. Get you hands on some innovative products from other regional businesses. 08:45 Introduction and opportunity overview: Hugo Russell, Innovation Birmingham and project manager of the Innovation Engine project. 09:00 Healthy Villages - next generation community models: Shokat Akbar, Commercial & Marketing Director, Birmingham Community Healthcare 09:15 Addressing challenges from large organisations. 4 key aspects your businesses needs to address. Prof Simon Bolton, BCU 10:05 Just how creative are you? BYOD: If you bring your own device then you can discover how creative your are. And what does does it mean? Hugo Russell 10:15 BREAK 10:30 Challenges that are looking for solutions: Overview Heartlands Hospital University Hospital Birmingham Birmingham City Council: Low carbon / sustainability 11:00 What next How to get involved in addressing the challenges, what capabilities are required and what are your capabilities. 11:15 Additional support available for your business Funded Projects (E4F, ClimateKIC, IPAM, IPSS, BECCI) Support programmes (Goldman Sachs, accelerators, placements) Commercial activities 11:25 Feedback & Close
- ID of Challenges in large organisations Cost Centres Staff Turnover Use of Consultants SME Profiling: Two steps + benefits DueDil (Companies House + County Court + Social media) WMCCM (Warwick Uni: Directory + Opportunities + Project + Cluster) Innovation deconstruction ( Facilitated Matching IXC Process Assembling Projects Secure Trusted
- ENGAGEMENT & TRANSPARENCY CROSS-FUNCTIONAL COLLABORATION PROCESS IMPROVEMENT PRODUCT & SERVICE DEVELOPMENT
- 1. There is pressure to move from episodic to continuous strategy: the question repeated in different ways by executives responsible for innovation is how do I deal with disruptive change and continuity at the same time? We phrase that as episodic versus continuous change. A related component is the challenge of making fundamental change acceptable. Many organisations acknowledge the power of the corporate immune system to kill new ideas dead before they have a chance to grow and in effect to maintain an episodic culture. 2. The core purpose redefined – the system of acclaim, decision making, core and brand renewal. 2.1. The system of acclaim in a company often embeds and preserves products and processes longer than they deserve and reinforces episodic change. A sociology of innovation would show us that contributions to innovation over time become a defence of the status quo. We institutionalise change quickly and then defend the new position – we forget that as humans we are recurrently innovative. Even so we are passionate defenders of the status quo and build esteem systems around past innovators. We institutionalise change quickly and then defend the new position – we forget that as humans we are recurrently innovative. Even so we are passionate defenders of the status quo. 2.2. The culture of change. The absolute requirement to have top management involvement in change was quoted frequently in our interviews, and the need to embed this in the corporate brand and in the culture at all levels. Some companies, for example Chubb, see ideation events and exercises as being as much a method for culture change as the front end of a funnel. Ideation systems are therefore not always about ideas. 2.3. Innovation at the level of brand. The brand has to become more reflective of a company’s inner core innovation commitment. As we move away from R&D as a dominant innovation mode many companies are struggling to replace that with a softer innovation identity. 2.4. New processes for delegated decision making. We are beginning to see new decision making processes around innovation. These tend to be based around funding for novel ideas. The funding processes vary but typically a contingency fund or internal venture fund to kick-start new products (in some cases this can be an external fund – e.g. Lilly, BMW), incremental or radical; incubator type facilities to grow a new business to a scale that it can withstand the corporate immune system; and closer coordination and better access to very top management to get accelerator decisions for radical innovations. These are just four examples of how culture change is layered and involves concrete measures such as who makes decisions, and how the brand is designed, as much as it is about ‘people’. 3. New challenges for long range analytics and foresight - Two factors – multiple geographies and radical adjacency moves – are creating a heightened need for sensing change (Samsung specifically use the role description ‘sensing’) and creating better scenarios (Ericsson). The expectation that surprising things can and will happen is pervasive and most executives we talked to see this in a positive light. It represents opportunity. Foresight is therefore as important as the ideagora. Most innovation literature focus on Front of Innovation (FEI), generating and evaluating ideas – but foresight is more significant than ever and we are seeing a revival of the use of foresight tools like scenario planning. 4. Disruptions to the value chain and transitioning from process to product – whole industries face the challenge of transitioning their operating system and operating philosophy from process to product and service. This is in part due to the challenges of low returns to R&D. But it is also about the disruption of the value chain. There is so little added-value in bulk operations but also no early warning or market-based insights to signal change. Process companies (for example paper and steel) are less vulnerable the closer they are to an end-market where they can use competitive tools like relatively low-cost design, in place of high cost R&D. This in turn is adding to convergence pressures on downstream markets, and intensifying the level of competition in areas like consumer electronics, home systems cars, networks, and more. 5. The innovation deal flow – becoming the innovation channel for ideas is now a viable strategy for a small number of firms. P&G has become the exemplary case of a company that has almost transformed itself into an innovation machine, advertising its size and market access as its most significant assets, and using that to attract partnerships and innovations to it. Other companies are a stage behind still utilising old methods (ideagoras, scouting (e.g. Nokia), sensing (e.g. Samsung) incubation (Lilly), venturing. 6. Renewing core competency – Companies with a strong tradition of innovation are having to take a new look at their core competence. Lab-based R&D is not providing the differentiation and product-drivers it used to. Innovation in ‘softer’ areas, not only design but also the use of social media, service design, and the business model are all equally reputation enhancing. In addition competition is arriving via other companies’ radical adjacency moves, (for example Apple and Google into mobile). Companies who have regarded themselves as leaders by dint of innovation capacity are now having to ask – well what are our real core competencies? What are the other strategic assets beyond R&D? Enterprises are buckling under their complexity, employees are freelancing the innovation game forcing change on to the firm by bringing their own smartphones, laptops and software. 7. Dealing with enterprise complexity - Enterprises are buckling under their complexity, employees are freelancing the innovation game forcing change on to the firm by bringing their own smartphones, laptops and software. Going back to the early 1980s enterprises had to transition from ‘product’ focus to ‘service’ focus and during the same period from physical to virtual business processes. Now they are working out the logic of globalization and the converging value chain. Many large enterprises are still dealing with the first transition - how to do good customer service. Innovation takes place against this background. 8. Understanding the impact of globalization on market structures and consumer needs and on B2B needs as we move towards mass differentiation. There is a bigger need for real involvement of users, user profiling and market listening as old product categories break down. For example in mobile telephony, the ‘app’ is not only ubiquitous it also defies categorization. The idea that a product belongs within a demographic is now a dangerous assumption. The growth of mass differentiation – the breaking down of old product categories based around class, gender, income group or geography is reflected in that fact that people want more choice. The western consumer is now targeted from abroad for example by Asia-based small scale manufacturers producing high quality goods at a small fraction of the price charged by western brands. The volume of activity is not threatening but the impact on consumer attitudes needs to be understood. 9. Organising and utilising partnerships and IP issues associated with open innovation. Open innovation introduces a requirement to master partnership development (visible in large MNCs now creating partnership advisory roles and creating large scale partnering opportunities (Microsoft Biz Spark). In advanced business models like API strategies, that process is automated (Apple’s Apps Store). But for many companies developing partnerships in an atmosphere of trust and with well developed IP sharing principles is an asset they are chasing. 10. Real-time information, expertise and decision making. In the old industrial model we relied on static products for information – books, reports, training modules or documents. These were valued because they took time to produce, were invested with authority (if they were good) and often existed within an established paradigm or research tradition. Not even the advent of databases threatened the primacy of products that emerged in the age of print. However, it is difficult now to compete without access to flows of information (which can derive from something as simple and potentially banal as employee status updates) and to have the analytical capacity to capture the meaning of flow. Changes in search engine technologies (Solr[1]) are helping to break down silos of information and roles by converting transaction data into searchable text (and expert search), giving more employees a Google-like search experience in place of structured query. Many managers struggle to deal with flow and as yet new work platforms are not being used optimally to help people with this challenge.
- In The Information Age, You Can’t Google Good Ideas – See more at: http://250words.com/2014/06/in-the-information-age-you-cant-google-good-ideas/#sthash.GpcbDKE5.dpuf
- http://www.triz-journal.com/archives/2001/12/b/02b.gif
- Drill into the brain- burrowing. Need less invasive procedure Track is burrowed (chunks of brain tissue have to be removed) Conventional brain cannulas have been in use for over 80 years, and used to tap CSF spaces in brain, facilitating insertion of CSF shunts, tapping of cysts, tumour resection and many other operations. Other uses of such cannulas and probes are to localise sites of deep cerebral pathology, and often assisted with use of imaging e.g. ultrasound, and/or Neuro-navigation systems. Once a CSF space such as a lateral ventricle or a deep seated brain target e.g. tumour, Cavernous Hameangioma is located, it is essential to develop a tract of sufficient width to accommodate Microsurgical instruments, brain holding retractors, and/or a Neuro-endoscope. The development of such tracts is done using relatively crude and destructive techniques involving insertion of wide width instruments such as Neuro-endoscopes through the brain, or suction techniques to remove and dissect neural tissue, followed by placement of required instruments and possibly retractors.
- Drill into the brain- burrowing. Need less invasive procedure Track is burrowed (chunks of brain tissue have to be removed) Conventional brain cannulas have been in use for over 80 years, and used to tap CSF spaces in brain, facilitating insertion of CSF shunts, tapping of cysts, tumour resection and many other operations. Other uses of such cannulas and probes are to localise sites of deep cerebral pathology, and often assisted with use of imaging e.g. ultrasound, and/or Neuro-navigation systems. Once a CSF space such as a lateral ventricle or a deep seated brain target e.g. tumour, Cavernous Hameangioma is located, it is essential to develop a tract of sufficient width to accommodate Microsurgical instruments, brain holding retractors, and/or a Neuro-endoscope. The development of such tracts is done using relatively crude and destructive techniques involving insertion of wide width instruments such as Neuro-endoscopes through the brain, or suction techniques to remove and dissect neural tissue, followed by placement of required instruments and possibly retractors.
- Medical term is TURBT
- Develop approaches to limit tumour cell spillage No guarantee that there is no tumour cell spillage with the resectoscope
- Initial transurethral resection (TURBT) is a “staging” procedure. Tumour is obtained to: Confirm cancer diagnosis Assign grade (G1 – G3) Determine pathological depth of invasion – “pT” stage.
- No guarantee that there is no tumour cell spillage with the resectoscope