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

Hello colleagues,

If I implement M.O.R.E. starting tomorrow, I would focus on three changes in my daily routine:

1. Measurable: Define expected hours vs. actuals for every task before starting. No more "it took what it took."
2. Observable: A quick 10-minute daily checkpoint with the team to visually track progress — not just activity
3. Evaluable: An end-of-week review of what actually moved the project forward versus what just kept us busy

Small shifts, but I think they would make our reliability and value much clearer

Si implementara el enfoque M.O.R.E. en mi rutina diaria, transformaría mis actividades en objetivos medibles, por ejemplo, en lugar de “avanzar en un proyecto”, establecería metas concretas como trabajar 45 minutos continuos o completar una tarea específica. Esto me permitiría tener mayor claridad y enfoque.

Hi colleagues,
Thank you for bringing up this topic—it’s very interesting to reflect on how we can improve our daily routines using the M.O.R.E. approach.
From my perspective, even though I am still developing my experience, I would start with two main changes:
First, I would focus on making my tasks more measurable. Sometimes I complete activities without clearly defining what success looks like, so setting small, specific indicators (like time, quantity, or completion criteria) would help me track my progress better.
Second, I would try to make my observations more consistent and reliable. For example, instead of relying only on memory or general impressions, I would document what I see or do during the day. I believe this would improve both accuracy and accountability.
Finally, I would include a short daily evaluation, even if it’s just a few minutes at the end of the day, to reflect on what worked well and what could be improved. This would help close the loop of the M.O.R.E. approach.
I’m still learning, but I think these small adjustments could make a meaningful difference over time. I would also appreciate hearing how others are applying this approach in practice.
Best regards,

I have a real example of how we implemented the M.OR.E on a daily basis.
First, we defined the outcomes-> Metrics of our daily activities using Dashboards, this allowed at the end of the week to verify how processes were complete.
By registering and creating a daily routing it was easy to adopt this registration for dashboards which became a regular process.
Results: real time information + quick adjustments to the process.
By the end of the year we implemented a new process, involving all team members with great results and metrics available for everyone.

Hello Francisco
If I were to apply the M.O.R.E. approach starting tomorrow, these are the changes I would make to my routine:

• Clear daily goals: Instead of just saying I’m going to "work on code", I would set a goal to finish a specific function or a small dashboard each day. This way, I can see my actual progress.
• Clarity and organization: I would leave clear notes within my programs and data processes. This ensures that if someone else reviews my work, the information is reliable and easy to understand without errors.
• Reviewing results: At the end of the day, I would check which processes failed or got stuck. This allows me to fix them quickly and ensure the reports I deliver are always accurate.

After reviewing the M.O.R.E. framework and analyzing a current project, I have identified that one of the main areas to address is Manage Perception. This has been one of the key challenges when presenting the project to the multidisciplinary team, as the way it has been positioned leads it to be perceived as a marketing-only initiative, rather than a critical component of the overall operation.
In this context, applying the “M” in M.O.R.E. (Measure) becomes especially relevant, particularly when there is limited interest or prioritization from other areas. In this case, measuring goes beyond traditional marketing metrics and focuses on translating results into business-relevant indicators, such as operational workload reduction, response times, and conversion impact.
By doing so, the objective is not to advocate from a marketing perspective, but to demonstrate the project’s operational value through data. This approach helps shift the initial perception, positioning the project as a key element within the customer journey and enabling stronger alignment and engagement across different areas.

Great question Francisco. From my experience managing both technical and operational projects, I’d probably start by making work more measurable and observable first. A lot of project issues repeat because teams rely too much on assumptions or verbal updates instead of visible tracking and real data. Even simple dashboards, structured daily reporting, or clearer ownership can quickly expose bottlenecks before they grow.

I’d also focus on creating a habit of short evaluation loops - regularly reviewing what is actually working versus what only looked good in planning. In fast-moving environments, especially with field operations and technical teams, that continuous review process usually improves reliability more than trying to perfect everything upfront.