Implementing the M.O.R.E. mindset: How would you start?

Hola buenas noches.

Si aplico el MORE en el ámbito donde me desarrollo profesionalmente en el área de sistemas y TI, la rutina dejaría de pasar de apagar fuegos a centrarse en ingeniería de precisión.

1 De Tickets abiertos a métricas medibles y observables.
Sustituir la revisión de tareas pendientes por la frecuencia de despliegue
Cada cambio debe de ser observable mediante logs centralizados y dashboard de telemetría en tiempo real

2 Accionamiento de infraestructura as Code por pruebas.
Eliminar intervenciones manuales
Aplicar test unitarios a cada proceso.

3 El post-mortem sistemático y automatizado.
Cambiaria las reuniones semanales de entrega de status por una revisión de presupuestos de error.
Si los sistemas tubo o tiene un uptime del 99.9% se evalúa el presupuesto de error que nos queda

Great question.
The real challenge with M.O.R.E. is not understanding the four elements, it is embedding them into daily behavior when pressure is high.

If I had to start immediately, I would focus on three changes.

First, I would take explicit ownership of outcomes, not just delivery.
Every key decision would be framed in terms of value relative to effort and investment, making clear what we are trying to achieve, what we are trading off, and what success will actually mean for stakeholders.
This is where ownership of success becomes real.

Second, I would actively manage stakeholder perception of value.
Most teams report progress, but stakeholders experience impact.
I would shift conversations toward what has changed, what value is being created or at risk, and how that aligns with expectations.
Without this, even well-executed projects can be perceived as underperforming.

Third, I would build a routine of continuous reassessment.
Plans would not be followed blindly, they would be challenged regularly against changing conditions, assumptions and emerging information.
The goal is not stability of the plan, but relevance of the outcome.

Across all three, I would deliberately expand the perspective beyond the project itself, connecting decisions to broader business objectives and longer-term impact.
This is often where the real value is either created or lost.

In practice, the difficulty is not adopting these ideas, it is protecting them when urgency pushes teams back toward speed, activity and local optimization.

That is why implementing M.O.R.E. is less about adding practices and more about redesigning how we think, decide and engage, so that value, perception, ownership and adaptability are built into the system, not left to individual effort.

Tracking is important and then be prepared to pivot on the knowledge you have obtained. This is a key success area for M.O.R.E in my opinion.

I would start by evaluating which aspects of M.O.R.E. are most needed based on where current work is breaking down, i.e. conduct a gap analysis to identify where outcomes are unclear, progress isn't visible, results are inconsistent, or effectiveness isn't being assessed. From there, I would narrow the list down to areas I am in a position to influence directly and implement small, repeatable changes.

I would expect to find multiple gaps, but would not attempt to boil the ocean. They would fit seamlessly with my guided continuous improvement efforts and fold into the prioritized backlog.