How a fictional medical technology company made its next phase of growth easier to lead.
Meridian Atlas
Client
Meridian Atlas
Industry
Medical technology
Engagement
Operating model and culture design
Challenge
Meridian Atlas had grown from a focused product team into a global medical technology company in less than four years. Decisions that once happened in a room now crossed functions, time zones, and approval layers. Leaders wanted to keep the company’s practical, close-knit culture while giving the next stage of growth a clearer operating rhythm.
Approach
We mapped how work actually moved through the organization, then brought leaders and representative teams into short working sessions to test where ownership was clear and where it was not. Instead of designing a perfect future-state chart, we created a small set of operating-model experiments that teams could use immediately.
Results
Within one quarter, teams had a shared decision-rights model, a repeatable cross-functional planning cadence, and a set of behaviors to protect as Meridian Atlas continued to grow. The work gave leaders a practical way to see progress without turning culture into a scorecard.
Inside the work
Fictional scenario for template illustration: the names, organization, and outcomes in this sample are invented.
A working session made the invisible operating model visible.
Animated drawing of a red telephone, pencil cup, and cube
The useful shift was not a new org chart. It was knowing how to make the next decision together.
Meridian Atlas
