The services MORe offers are based on extensive research and empirical observations that prove most organizations are burdened by excess. An endless and myopic drive for more (products, customers, technologies, profit, etc.) has bloated most organizations to the point where they have become their own worst enemy—causing the very outcome (poor performance) they are trying to avoid. This way of thinking and acting has led organizations to become overly:

• Complex (difficult to understand, navigate, and improve).

• Fragmented (by hierarchical levels, departmental silos, products, geographies, divisions, etc.).

• Inflexible (requiring senior management escalation or large teams for simple adjustments).

• Mechanistic (exceedingly prescriptive technologies and processes that kill value creation and innovation).

• Toxic (driving employee engagement down to dangerous levels).

• Sluggish (slow to respond to needed changes as the world around them evolves).

These problems of excess, introduced by a singular focus on more, is exactly what MORe seeks to resolve. To create MORe by doing less, you must eliminate excess, help employees heal, and align the entire organization to think and act like one. Improved employee engagement drives better strategic execution and value creation that increases customer satisfaction and overall performance.

MORe services are not best practices (i.e., what everyone else is already doing). They are next practices, representing an entirely new way of thinking and practicing management and organization.

All the services below address accumulated excess to help organizations achieve streamlined efficiency and resilience via reduced complexity, fragmentation, rigidity, toxicity, etc.

Existing organizations that need to eliminate excess, heal, and realign should follow a three-stage, employee-centric learning process to achieve a state of resilience that ensures organizational sustainability against future change:

• Assess: A diagnostic investigation to fully understand and benchmark current-state operations, employee sentiments, customer satisfaction levels, and use of technologies. Outcomes include operational flows, experiential journey maps, narratives, and recommendations for the Engage stage.

• Engage: A thorough and mutual learning, co-education, and co-creation process that engages the entire organization in an exploration of the possible and a definition of an improved future state, free of excess. Outcomes include a shared vision and understandings of a future why-what-how, improved operational flows and journeys, and a detailed plan for the Transform stage.

• Transform: A thoughtfully orchestrated, employee-driven, force-multiplied transition to a new state of intellectual and operational alignment that heals the organization and introduces a new level of resilience against future change. Outcomes include improved employee engagement and commitment, enhanced operational and strategic execution, increased customer satisfaction, and better overall performance.

Startup organizations that are prepared to start scaling via the expansion of people, value-creating processes, and/or operational technologies should follow a two-stage, employee-centric learning process to achieve resilience and sustainability that avoids creation of excess and protects against the need for future transformations:

• Engage: A thorough and mutual learning, co-education, and co-creation process that engages the entire organization in an exploration of the possible and a definition of a scaled future state, capable of preventing the issues of excess identified above. Outcomes include a shared vision and understandings of the scaled why-what-how, detailed operational flows and journeys, and a detailed plan for the Scale stage.

• Scale: A thoughtfully orchestrated, employee-driven, force-multiplied creation of a scaled state of intellectual and operational alignment that introduces resilience against future change. At-scale outcomes include the ability to maintain start-up levels of employee engagement and commitment, operational and strategic execution, customer satisfaction, and overall performance.

Organizational mergers and acquisitions (M&A) present unique challenges that are perfectly suited for MORe. Poor integration planning and execution is a leading cause of M&A failure, which we contend is due to the unaddressed excess of both organizations. To improve M&A success, the acquiring entity should follow a thoughtful, employee-centric learning process to achieve resilience and sustainability of the newly combined organizations.

Clean House: Acquiring entities must first eliminate excess in their own organization. This requires the Complete Transformation or Startup Scaling services as a prerequisite to initiating an M&A. Becoming resilient allows acquiring firms to more easily integrate additional M&A targets into their flexible model.

Resilient M&A: Once acquiring organizations are resilient and free of excess, the M&A process involves a hybrid transformation process for the target organization involving:

• Assess: A streamlined diagnostic investigation (and/or re-use of due diligence findings) to understand and benchmark current-state operations, employee sentiments, customer satisfaction levels, and use of technologies. Outcomes include operational flows, experiential journey maps, narratives, and recommendations for the Engage stage.

• Engage: A joint, learning, co-education, and co-creation process that engages both organizations in an exploration of the possible and a definition of an improved future state, free of excess. Outcomes include a shared vision and understandings of the joined why-what-how, improved operational flows and journeys, and a detailed plan for the Transform stage.

• Transform: A thoughtfully orchestrated, employee-driven, force-multiplied transition to a joint state of intellectual and operational alignment that heals the target organization and introduces a new level of resilience against future change. Outcomes include improved employee engagement and commitment, enhanced operational and strategic execution, increased customer satisfaction, and better overall performance.

Organizations pursuing any of the 5.0 initiatives (Society 5.0, Industry 5.0, Management 5.0, and/or Circular Economy 5.0) are perfectly suited for MORe. The core themes and outcomes of all 5.0 initiatives—human centricity, resilience, and sustainability—are directly aligned with the principles and services MORe offers. Our services contribute to these initiatives via workplace improvements that offer more meaningful employment experiences, which research shows is directly related to employee well-being, job satisfaction, retention, and organizational performance.

Achieving 5.0 outcomes starts by eliminating excess to heal and align the organization. This requires the Complete Transformation or Startup Scaling services as a co-requisite to any of the following 5.0 initiatives:

• Society 5.0: Specific to Japan, Society 5.0 aims to address several societal challenges by moving beyond Industry 4.0’s productivity focus to a more human-centric, inclusive, technologically integrated society. MORe’s services play a key role by instilling human centricity, resilience, and sustainability in the workplace, which is a great place to start to heal the larger societal issues facing the nation.

• Industry 5.0: Active globally, Industry 5.0 initiatives emphasize collaboration between humans and technology, unlike Industry 4.0’s automation-first approach. Industry 5.0 calls for human augmentation rather than replacement, healthier workplaces with more meaningful and creative work, and rewarding workers as stakeholders with upskilling and lifelong learning opportunities.

• Management 5.0: Still emerging, Management 5.0 stresses human-centric leadership by shifting from hierarchical control to enhancing human potential; improved employee experience and engagement through coaching and empathy; and shared purpose, societal contribution, and ethics. It shifts from “manage for efficiency” to “lead for human flourishing and value creation.”

• Circular Economy 5.0: Supporting Industry 5.0, Circular Economy 5.0 goes beyond “reduce-reuse-recycle” to actively regenerating natural, social, and economic systems for a net-positive impact. It engages government, business, academia, and society in the design of systems for human well-being, improved quality of life, greater trust, and reinforced accountability.

The MORe team is dedicated to promoting principles, values, and methods that advance humankind through improved workplace conditions. We strongly believe that better working conditions and meaningful employment opportunities have a direct and positive impact on employees’ professional performance and personal outlooks, which benefit their organizations, families, communities, and the planet. We are excited to share these next practices with the world via the following services.

• Coaching: One-on-one sessions to share MORe next practices with new members of resilient organizations or as a precursor to initiating MORe services.

• Training: Small group sessions with teams interested in MORe next practices or as a precursor to initiating MORe services.

• Speaking: Large group sessions with audiences interested in MORe next practices.