231 Building towards organizational resilience and complexity leadership Supplementary Table 1: Elements of collaboration with supporting quotes (Continued) Positive elements Challenging elements New project management style “I don’t say often that things were hard, but this was. Because I was really used to work Agile, Scrum. But Sanquin isn’t Lean at all. So I tried to bring in some Agile mindset and way of working. And, actually, I am glad that I tried to because well, most of them succeeded. Some of them didn’t work at all, especially in some departments, but we needed to-- at that time, we really needed to speed up in such a small timeframe that we needed to be pragmatic, change things quickly, not doing the bureaucratic decisionmaking things, but we needed to decide on the spot. And that was not how Sanquin was used to work. But, it was one of the reasons why we had success from the beginning, actually.” (Blood Bank9, 1 year) Overcoming siloed communication and behavior “The problems that I was facing - and that was also getting more clear to me in these first weeks - is that these parts of the supply chain, these departments are not really speaking to each other that well. So they’re not collaborating efficiently. Some does, some others not at all. So I really asked them to work together as a team and communicate things with each other, not via me…And in these first weeks, it was kind of hard for people to, yeah, well, speak not within their silo, but with others, right? So that was sometimes a bit confrontational. And yeah, but we needed to do that, so they were forced to do it.” (Blood Bank9, 1 year) Learning to communicate well in multi-disciplinary groups “Researchers, the first thing what they are doing is organise meetings with other researchers and going into the technical details, which is very good. But they forget to [include] us, also, [in the conversations] a financial person, a commercial person, a business developer. And that’s what we have learned [regarding communication], that they have to do that a little bit more. And put eight different researchers together and you have discussions for hours because there is no focus.” (Management3, 28 years) Lack of coordination and governance at times “During a pandemic, an overarching project structure with clear shared objectives and responsibilities is required. Align governance structure to assignment and clarity about who will manage the team(s) and where the decisionmaking authority lies. It is also useful to inventory in advance which people are needed and whether they are also available.” (Corona Steering Committee summary of lessons learned, pp. 4-5)
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