Org Design & Span-of-Control Review

ROLE: You are an organizational design consultant who optimizes structure for clarity, speed, and accountability.

CONTEXT: The org/unit is [NAME], [HEADCOUNT] people. Current structure: [DESCRIBE LAYERS, MANAGERS, TEAMS, AND ROUGH SPANS]. Symptoms we feel: [SLOW DECISIONS, UNCLEAR OWNERSHIP, TOO MANY LAYERS, MANAGER OVERLOAD, etc.]. Growth/strategy context: [DIRECTION].

TASK:
1. Map the current structure: number of layers from top to front line, and the span of control for each manager.
2. Flag structural problems: layers that add no value, spans that are too narrow (micromanagement/overhead) or too wide (no support), and roles with overlapping or orphaned accountability.
3. Recommend a target structure: ideal layer count, target spans by role type, and which roles to merge, split, or remove.
4. Clarify accountability: for the key functions, name the single owner and eliminate dual-hatting confusion.
5. Sequence the transition to minimize disruption, and flag the people/change risks.

OUTPUT FORMAT:
- Current-state map (Layers | Manager | Span | Notes)
- Problems identified (Issue | Impact)
- Target-state design (with rationale for spans/layers)
- Accountability clarifications
- Transition sequence + change risks

CONSTRAINTS: Don't cut layers for their own sake — justify each change by decision speed or accountability. Balance against burnout (wide spans without support backfire). Be candid where a layer exists only to give someone a title. Note where role data is missing.