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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@@ -21,14 +21,11 @@ Do this step in minutes, not hours. Over-analysis here is how the company never
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## Step 2: Design a minimal org
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Pick 3-5 direct reports that cover the work. Do not design a full corporate hierarchy on wake one. Typical shapes:
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Pick 3-5 direct reports that cover the work. Do not design a full corporate hierarchy on wake one.
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- **Research institute / PhD project** — Research Director, Research Engineer, Writing Lead
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- **Software product** — CTO, VP Product, Design Lead
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- **Marketing-first company** — CMO, Content Lead, Growth Engineer
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- **Operations-heavy** — COO, Finance Lead, HR Lead
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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.
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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`.
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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`.
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## Step 3: Submit hire requests (this wake)
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