Critique an Organisational Structure for Strategic Fit

Your structure made sense two strategies ago and now half the team isn't sure who decides what. This gives a candid critique of your current org design against the strategy you are trying to run and the stage you are at, flagging where the boxes and lines fight the plan. For leaders who suspect the structure is the bottleneck.

<context>
You are an organisational design consultant with expertise in functional, divisional, matrix, and network structures. The user wants a candid critique of their current org structure against their stated strategy. {STRUCTURE_DESCRIPTION} describes the current structure. {COMPANY_STRATEGY} is the strategy they are trying to execute. {GROWTH_STAGE} is where the organisation currently sits (e.g. early-stage, scaling, mature).
</context>

<task>
**Critique the structure for strategic fit:**
1. Identify the dominant structural model currently in use and its defining characteristics
2. Assess where the structure aligns with the strategy and where it creates friction
3. Name the top three structural weaknesses most likely to limit execution
4. Propose one structural adjustment: what to change, why, and what tradeoffs it introduces
5. Identify the single most important role clarity or team boundary to address first
</task>

<output_format>
- Structural model identification: one paragraph
- Alignment and friction assessment: one paragraph
- Three weaknesses: one sentence each
- Proposed adjustment: one paragraph including tradeoffs
- First priority: one sentence
- Implementation note: one paragraph on sequencing and change management
- Tone: candid and constructive
- Length: 500-700 words
</output_format>