Which markets do Isolde and Emanuel target respectively? How do their respective business/revenue models align with their markets?
Isolde target hospitals and big diagnostic labs, and they provide them with everything they need for gene-based diagnosis. Emanuel target research institutions like universities and they sell them equipment and supplies for gene-based research studies. Their business and revenue aligns with the market through focusing on consumerable and services (isolde) and selling research equipment (emanuel).
What are the pros and perils of “imposing the structure of a single revenue model” vs. “letting [the company] continue on its flexible way”?
The pros of “imposing the structure of a single revenue model” is the increased simplicity. There is higher consistency and strategic clarity. This though does reduce flexibility. If we let the company continue on its flexible ways then this is another way of doing it. There would just be a bit more confusion though.
Pretend that the CEO has decided the department heads must merge their divisions together. As a star PM assigned to mediate this interaction between department heads, how would you scaffold the discussion to ensure a fair merging process?
As a CEO, I would try to do a preliminary analysis to get an understanding of the interactions at hand. Then, I’d want to establish some sort of common ground to establish a shared vision. Afterward, doing an assessment for each department to present their strengths, weaknesses and such, and then find alternatives for a hybrid revenue model that leverages strengths of both revenue models. This collaborative decision-making would organize workshops where both teams can collaboratively work on developing potential new models or processes. Then with this, we would have a better system, able to merge the two revenue models together and have a compromise!
