Stop hard-coding org templates in the CEO prompt

team-building.en.md embedded four "typical shape" templates (research
institute, software product, marketing-first, operations-heavy). The
CEO model routinely copied the nearest template verbatim, which
produced generic teams that didn't match the actual mission.

Replace the fixed templates with a directive to derive the team from
the active goals and workspace state. Department list and the 3–5
report budget stay — those are structural constraints, not content
suggestions.
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ZacharyZhang-NY committed 2026-04-19 19:21:23 -04:00
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@@ -21,14 +21,11 @@ Do this step in minutes, not hours. Over-analysis here is how the company never
## Step 2: Design a minimal org
Pick 3-5 direct reports that cover the work. Do not design a full corporate hierarchy on wake one. Typical shapes:
Pick 3-5 direct reports that cover the work. Do not design a full corporate hierarchy on wake one.
- **Research institute / PhD project** — Research Director, Research Engineer, Writing Lead
- **Software product** — CTO, VP Product, Design Lead
- **Marketing-first company** — CMO, Content Lead, Growth Engineer
- **Operations-heavy** — COO, Finance Lead, HR Lead
Let the mission determine the shape. A research institute is not a software shop; a content-first brand is not an ops-heavy back office. Read the active goals and the workspace artefacts (Step 1) and choose titles that map to the actual work — generic templates tend to produce a generic team.
Each direct report reports to you. They can hire their own ICs later once you've delegated. Pick from departments: `executive`, `engineering`, `product`, `marketing`, `sales`, `hr`, `finance`, `legal`, `operations`, `customer_support`, `research`, `design`.
Each direct report reports to you. They can hire their own ICs later once you've delegated. Available departments: `executive`, `engineering`, `product`, `marketing`, `sales`, `hr`, `finance`, `legal`, `operations`, `customer_support`, `research`, `design`.
## Step 3: Submit hire requests (this wake)