[Digital transformation of a routine histopathology lab : Dos and don'ts!]
Viola Iwuajoku, Anette Haas, Kübra Ekici, Mohammad Zaid Khan, Fabian Stögbauer, Katja Steiger, Carolin Mogler, Peter J Schüffler
Author Information
Viola Iwuajoku: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Anette Haas: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Kübra Ekici: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Mohammad Zaid Khan: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Fabian Stögbauer: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Katja Steiger: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Carolin Mogler: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland.
Peter J Schüffler: Institut für Pathologie, TUM School of Medicine and Health, Technische Universität München, Trogerstraße 18, 81675, München, Deutschland. peter.schueffler@tum.de.
The implementation of digital histopathology in the laboratory marks a crucial milestone in the overall digital transformation of pathology. This shift offers a range of new possibilities, including access to extensive datasets for AI-assisted analyses, the flexibility of remote work and home office arrangements for specialists, and the expedited and simplified sharing of images and data for research, conferences, and tumor boards. However, the transition to a fully digital workflow involves significant technological and personnel-related efforts. It necessitates careful and adaptable change management to minimize disruptions, particularly in the personnel domain, and to prevent the loss of valuable potential from employees who may be resistant to change. This article consolidates our institute's experiences, highlighting technical and personnel-related challenges encountered during the transition to digital pathology. It also presents a comprehensive overview of potential difficulties at various interfaces when converting routine operations to a digital workflow.
