OD Architect — Close the Customer Operations Gap at Meridian Components

A four-round, advanced organisation-development simulation set inside Meridian Components Corporation, a Cleveland, Ohio maker of precision industrial components (2,600 staff, $720M revenue). Its 240-person Customer Operations unit is the company's most visible weak point: products are rated best-in-class on quality, yet Meridian is losing accounts purely on service experience. A top-10 customer, Atlas Manufacturing ($22M/year), has just churned citing 'chronic order errors, slow responses, and no one who owns our problem', and $60M sits with three more at-risk accounts renewing within six months. Playing the OD Lead with a one-time $1.5M change budget and two quarters, you (1) diagnose the performance gap across the structural, process and people families — resisting the urge to blame the most visible symptom, the 6.8% order-error rate; (2) choose an intervention mix across at least two of the three families from a costed menu (account-owner role, order-to-resolution redesign, ERP reconfiguration, capability training, leadership coaching, recognition/role-clarity, change-management wrap), learning that single-lever fixes don't close a multi-cause gap; (3) sequence the change plan under the budget cap — structure typically before process before capability, with communication running throughout — and absorb a mid-plan shock (a key supervisor resigns or the ERP vendor raises its quote); and (4) defend a two-quarter KPI trajectory to the CEO, banking on real adoption rather than a coerced paper number, and refreezing the gain into job descriptions, systems and incentives so it survives after the project ends. The math rewards a genuine, sequenced, adoption-led multi-lever plan and punishes the five classic OD errors — symptom-chasing with retraining, redesigning a process while roles are ambiguous, the people-only HR default, spreading $1.5M across five simultaneous interventions, and a technically correct design with no buy-in. Final KPIs track Service Recovery, Adoption, Sustainability and budget used against the $1.5M cap, with $60M of at-risk revenue retained or lost on the trajectory.