We've been very much reflecting on that. Let's hope we don't have anything like COVID again, but we have to acknowledge that it is a more shock-prone world. I think successful organizations are learning organizations, so we want to learn the lessons.
It's a big topic. I'll highlight a couple of things.
One, we need a better, more granular understanding of the supply side of the economy. Our interest rates work through demand. We have better data on demand. Most of the time, supply works in the background. When demand goes up, supply responds and comes up. Companies produce more. However, what we saw in the pandemic was that, when the supply system is impaired or disrupted, its ability to respond to demand is very different. That caused very different outcomes.
The related thing I would say we learned is about the standard central bank playbook. When you get supply shocks pushing inflation up, those shocks tend to be pretty temporary, so you raise interest rates. By the time it starts working, inflation is probably back down, so you're better off seeing it through. I think one thing we've learned is that the playbook is a bit too simplistic. How you respond to supply shocks is going to depend more on the state of the economy. What we saw is that, when the economy was very overheated and we got a supply shock, it was very inflationary. For most of the last 30 years, we haven't had supply shocks when the economy was in excess demand. When it is, you get a bigger pop of inflation.
Those are a couple of the things we've learned. We are doing a comprehensive review of our COVID response. That will come out early in the new year, and I'd be pleased to come back to the committee to talk about this some more.