Isolde and Emanuel can target the markets of hospitals, and labs, as well as the research market. The pros and perils of imposing the structure of a single revenue model is that pros: its more efficient and simpler because it is more standardized, but you lose the ability to diversify your markets and there is less overall flexibility. On the other hand, if the company is flexible you can get that diversity for the market and are adaptable to changes, but there can be inconsistency and scaling issues.
If a CEO decided that the divisions should merge, as a PM I would make sure there was a fair merging process via setting our overall goals between the different divisions early on and also making sure we understand the risks and scenarios that might play out with different degrees and choices of merging.
