241 General Discussion In the last years, there has a been a growing momentum of initiatives to improve the plasma chain, address issues of supply and demand, and provide better guidelines. Sanquin itself has launched the first plasma-only collection center in 2020.43 There is a convergence of actions, from the industry,44 not-for-profit,28,45,46 and governmental bodies like EMA,47 all simultaneous to the SoHO Regulation and EHDS. This momentum represents the “opportunity window” for action and change. Therefore, it is crucial that adequate linkages and collaboration occur at national and EU levels, either reinforced (as some exist) or created (where needed). Within these collaborative bodies, monitoring, sharing of information and practices would be done, and stakeholder agreements would be made. BEs would be participants and thus keep abreast of developments. 7.2 Reflections on Part II Elements of organizational resilience employed during the pandemic It appears that the work described in Part I was essentially what Duchek calls the first stage of “anticipation,” observing external and internal developments, identifying critical developments and potential threats, and advocating for preparation for an uncertain future. The COVID-19 pandemic offered an opportunity to prospectively monitor results from Chapter 4, particularly “disruptive events.” This turned our research focus inwards into the organization. The pandemic allowed us to see whether, to what extent and how, a disruptive event would be a high chance/low impact upon the organization, as predicted by respondents. This was true as RBC demand initially decreased then was relatively stable and met by supply so the impact upon Sanquin was minimal (see the Prelude to Chapters 5-6). What was interesting to observe was how several of the themes, and its related mitigating measures described in Chapter 4 (Table 4.3) came to life at this time. In essence, all the actions listed therein advocated for the organization to become more proactive and adaptive, which it did during the pandemic, as described in Chapter 6. For example, the organization became very collaborative and flexible through the multidisciplinary teams that sprung up for various COVID-19 initiatives, and Sanquin’s reputation as a trustworthy healthcare institute in public and political spheres was proven. Therefore, Chapters 4 and 6 are linked, as Sanquin employees foreshadowed what they and the organization would need to do to succeed and COVID-19 created an opportunity window for Sanquin to do so. They proved that they could cope, the second stage of organizational resilience. Common themes in Chapters
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