Isolde was the head of Siiquent, who targeted hospitals and labs as customers and sought sustainable profit from selling biological and chemical compounds, test kits, and other consumables. They positioned themselves as a revenue generator for hospitals. On the other hand, as the head of Teomik, Emanuel sold biological research equipment and materials within the research market. Once they obtained patents on gene-based scientific technologies, they were able to sell those to the research market as well and make profit. Both businesses catered to their respective markets by adjusting what they were selling and providing stellar customer support and maintaining customer loyalty.
There are pros and perils of imposing a single revenue model. Pros would include more certainty and structure and predictability with the company’s trajectory and decisions. However, on the downside, this rigidity makes it hard for the company to pivot and adapt. Continuing along their flexible way could make it easier to adapt, but it might be confusing and inconsistent for the customers and they may receive different responses from different sectors of the company.
As a PM assigned to mediate this interaction between department heads, I would first try to get to know Isolde and Emanuel individually to and understand their priorities and their vision for their respective businesses. I would then try to find the points of intersection in the different strategies and approaches of both department heads and see which elements of each others’ strategy can be incorporated in the others.
