Knowledge base overview
iThe overview exists to orient, not to be read in full. Every section is designed so users can find what they need in under 60 seconds.
Last updated · 3 days ago · 32 regions
Browse by scenario
Scenario A
New hire, first week
Find core processes and get oriented fast
Scenario B
Edge case
Handle situations outside standard process
Scenario C
Manager onboarding
Know what to share and when
Taxonomy layers
iThree layers only — role, context, action. More layers create navigation debt. Users shouldn't have to understand the system to use it.
Layer 1
Role
Who you are determines your entry point
Layer 2
Context
What situation you're in narrows the path
Layer 3
Action
What you need to do surfaces the right content
Core processes
iProcesses are documented at the decision level — not step by step. Step-by-step docs become outdated instantly. Decision-level docs stay useful longer.
12 processes · Applies globally
Client-facing
Escalation handling
6 decision points · Updated 2 days ago
Client-facing
Contract amendments
4 decision points · Updated 1 week ago
Internal
Regional exceptions
8 decision points · Updated 4 days ago
Internal
Handoff protocol
3 decision points · Updated today
Decision tree — escalation handling
iDecision trees replaced written SOPs. SOPs describe what to do. Decision trees make the right call the easiest call — especially under pressure.
Client escalations · All regions
Step 01
Is this a billing or service issue?
Billing → Finance team
Service → continue
Step 02
Has the client escalated before in the last 30 days?
Yes → flag for manager
No → handle directly
Step 03
Is resolution within your authority?
Yes → resolve and log
No → escalate with context
Onboarding sequence
iInformation is sequenced by when it becomes relevant — not by what seems most important. Overloading day 1 is the most common onboarding design error.
New hires · All roles
Day 1
Orientation layer
Who we are
How we communicate
Where to find things
Week 1
Process layer
Core processes
Decision trees
Regional context
Month 1
Depth layer
Edge cases
Escalation paths
Cross-functional dependencies
Glossary
iEvery term in Source maps to Meridian's brand guidelines. Brand guidelines are the single source of truth for company vocabulary — not individual team preference, not regional habit.
Company vocabulary · All regions
Source of truth: Meridian Brand Guidelines v3.2
All terminology in this knowledge base is defined by Meridian's brand guidelines. When in doubt about how to refer to a product, team, process, or client type — this glossary is the authority, not internal shorthand or regional convention.
Client
Any organization with an active Meridian contract. Not "customer," not "account."
Brand guidelines §2.1
Escalation
A client issue that cannot be resolved at the first point of contact and requires manager involvement or cross-functional action.
Brand guidelines §4.3
Regional exception
A process deviation approved for a specific country or region due to legal, cultural, or operational constraints.
Brand guidelines §5.1
Handoff
The structured transfer of client ownership or case responsibility between team members or functions.
Brand guidelines §4.7
Source
Meridian's internal knowledge system. The single location for process documentation, decision trees, and company vocabulary.
Brand guidelines §1.2
Individual contributor view
iRole-based views filter the entire system to what's relevant for that person. Showing everyone everything creates noise and erodes trust in the system.
Filtered for IC · Client-facing
Most used
Escalation handling
Your most common decision point
Reference
Regional exceptions
What varies by country
Edge cases
Out-of-scope requests
When to escalate and how
Manager view
iManagers need two things the IC view doesn't surface: what their team doesn't know yet, and when to escalate above themselves. Both are explicit here.
Filtered for managers · All regions
Onboarding
New hire sequence
What to share and when
Escalation
When it reaches you
Your decision points and authority
Oversight
Team knowledge gaps
What your team most often gets wrong