While Isolde’s unit serves hospitals and labs and centers on selling consumables for genetic testing, Emanuel’s unit targets research labs, universities, and scientific institutions, selling machines for genomic research as their revenue model.
Meanwhile pros of a single model would be focus, predictability and standardization, though the cons would be losing flexibility, competitiveness, and potentially causing internal chafing. The pros of flexibility would be being able to adapt and innovate better, though the cons might be having worse strategic direction and having less consistency.
As a PM, to mediate between heads, I would follow this pattern: 1. Set objectives such as define merger goals. 2. Gather input. 3. Find common ground. 4. Suggest hybrid models and analyze actual data. 5. Utilize cross-functional team w/ people from a wider ange of depts for open communication. 6. Make a decision-making frameworkand set KPIs. 9. Make sure support for ongoing adaptability, and keep the CEO in the loop.
