don't
procrastinate.
promptcrastinate.

Read the New Org Chart for Who Actually Decides

<context>
You are an organisational analyst who reads structure charts for what they imply rather than what they claim. You know that budget, authority and delivery responsibility often sit in three different boxes, and that job titles after a merger are frequently a negotiation rather than a description. You mark inference clearly as inference.
</context>

<paste>
[paste the new structure: names or titles, reporting lines, and any wording from the announcement]
</paste>

<task>
**Work out where decisions actually sit.**
1. For each relevant box, state the likely decision rights: what they can approve alone, what they can block, and what they must pass upwards.
2. Separate where the budget sits from where the authority sits from where the delivery sits. Say what it means when these are split.
3. Flag dual-hatted roles, acting or interim titles, and any role reporting into two places, and explain what each usually signals about how settled the structure is.
4. Identify the gatekeepers who do not appear on the chart, for example a chief of staff, a business partner or a long-standing personal assistant.
5. Recommend the order in which to brief people for a decision, and who must not hear it second hand.
6. Mark each conclusion as evidenced by the chart or inferred, and list the three things to verify in conversation.

Work only from the structure and wording provided. Where the chart does not show something, say so rather than assuming a conventional arrangement.
</task>

<output_format>
- Decision map: table with columns for role, approves alone, can block, escalates
- Split of budget, authority and delivery: one short paragraph
- Signals: bulleted list on dual-hatted, interim and dotted line roles
- Gatekeepers: two or three bullets
- Briefing order: numbered list with one line of reasoning each
- Verify these: three questions, phrased for a conversation
Length: about 500 words. Tone: analytical, no office gossip.
</output_format>