Based on the "Lenovo at the Crossroads: Coronavirus Meets Complexity."

How can Lenovo's leaders, for the 3s model to work, master the next two challenges: (1) ensuring that each of its heretofore stand-alone businesses continues to generate profitable revenue streams, and (2) figuring out how to manage the immense complexity the 3s model imposes.

Is this too much to demand?

Critically evaluating relevant models, what leadership approach would you advise the business to take? (What frameworks can be used?)