Improve Moments That Matter by at least 10%
Design defines how the production line works.
Optimise is how you improve its performance.
The goal is to improve the few Moments That Matter that drive most outcomes, not to change everything at once.
A simple rule from the method is this.
Aim to improve the conversion rate of each Moment That Matter by at least 10% over time.
Small improvements compound when they happen inside a measurable production line.
Turn MTMs into a prioritised sprint backlog
Once you have your Moments That Matter, the next step is to turn them into a backlog you can actually execute.
Each backlog item should be written as a clear improvement initiative with:
- The MTM you are improving
- The specific performance gap you see today
- The micro skills or process changes required
- The metric you are trying to move
- The owner responsible for shipping the change
Then prioritise the backlog so the team focuses on what matters most.
Use a simple lens:
- Impact: how much this MTM affects acquisition, retention, or expansion
- Confidence: how sure you are about the change that will improve it
- Effort: how hard it is to deliver within a sprint
The output of this step is a ranked list of sprint candidates.
Run 2 to 4 week sprints that improve one key lever at a time
Sprints are the operating unit of optimisation.
A sprint breaks down a complex improvement effort into a manageable cycle executed over 2 to 4 weeks.
This creates immediate impact and allows rapid iteration and continuous improvement.
In this method, a sprint is not only execution work.
It is also how enablement is delivered and reinforced.
Each sprint should focus on one key lever tied to one MTM.
A simple sprint structure:
- Start of sprint
- Confirm the MTM
- Confirm baseline and target
- Choose the one lever you are improving
- Define the leading indicators you will track weekly
- During sprint
- Ship the change in the production line
- Track leading indicators weekly
- Collect real examples from the field
- End of sprint
- Review results against baseline
- Decide what becomes the new standard
- Update the process so performance is repeatable
Do not change ten things at once. Change one lever, measure, standardise, then repeat.
Deliver enablement that sticks inside the sprint
Enablement is not a separate program that happens after improvement work. In this method, enablement is part of the sprint.
The approach is simple:
- Run a masterclass focused on one distinct skill or micro skill tied to the MTM
- Have every team member apply the skill immediately in real work
- Coach the team using real life use cases and real execution
This is how you turn a process change into behaviour change.
A practical enablement rhythm within each sprint:
- Masterclass: Teach the one skill required for the sprint. Keep it narrow and specific.
- Weekly coaching loop: Use real deals, real calls, real accounts, and real metrics from that week to coach.
- Repetition and standardisation: Capture what worked and bake it into the production line so performance does not depend on who is on the team.
Continuously refine the motion for scalability, sustainability, and durability
Optimisation can create false wins if you only look at short term conversion.
To keep the production line healthy, evaluate changes using three lenses.
Scalability: Can the production line handle more volume without breaking speed or quality.
Sustainability: Can the production line run without effort, cost, or complexity growing faster than revenue.
Durability: Does the customer keep receiving impact over time, leading to retention and expansion.
This prevents you from improving one metric while damaging the system elsewhere.
Optimisation is not only about closing more deals.
It is about producing revenue that lasts.