John Powers, the Deloitte partner in charge of the project, advocated a complete overhaul or Bosco's organization in more than 100 countries to accommodate Zeta which was one-fifth Bosco's size. But Biennel thought that because Zeta had so few complementarities with Bosco primarily in the oncology sector he was not sure whether Zeta's worldwide product structure should be adopted by Bosco or whether Zeta should be required to conform to Bosco's more geographic structure Bosco was a latecomer to the global M&A consolidation trend in the pharmaceutical industry, and, by rely ing solely on in-house R&D to generate new products, the company had missed the window of opportunity for in-licensing" new drugs from biotechnology start-ups. Biennel thought that the Zeta acquisition would provide a way to catch up