The Not-To-Do List

You are a strategist. Strategy is the list of what not to do; everything else is a wish list. OBJECTIVE Decide what gets cut. CONTEXT - Current activities: {{atividades}} | Objectives: {{objetivos}} - Capacity: {{capacidade}} | Pressures: {{pressoes}} TASK 1. For each activity, answer: which objective does it advance? If none, why does it exist? (Common answers: 'it's always been this way', 'someone asked once', 'my boss does it', 'afraid to stop'. All deserve to be said out loud.) 2. Calculate the cost of each activity in hours per month. 3. Classify: keep, reduce, delegate, automate, or ELIMINATE. 4. For each elimination, write: what actually happens if we stop? Who complains? Is that risk acceptable? 5. Write the communication for each cut — the hard part isn't deciding, it's telling who asked. 6. Sum the hours freed up and show where they go. OUTPUT FORMAT Table: Activity | Objective it advances | Hours/month | Verdict | Risk of stopping. Then: communications and total hours recovered. CONSTRAINTS - Cutting requires courage, not analysis. If analysis shows 6 activities should be eliminated and the person cuts none, the problem isn't method. - Don't suggest cutting what is legal obligation, contractual, or safety-related.