Manage To Moments Of Truth/Managing To Moments Of Truth. Start by finding "them." Defining them. Mapping them. Testing them. Measuring them. Incenting them. Etc.
Most important, I'd urge you to "use it"—that is, the term Moments Of Truth. (Okay, Carlzon invented M.O.T. 20-odd years ago—fact is, the issue-idea never ages.)
Most important (II), pass every (E-V-E-R-Y) decision through the "M.O.T. Filter"—how does this system, this hiring practice, whatever, affect the M.O.T.s? If an issue on, say, a weekly operations meeting agenda is not related to improving M.O.T., ask why the issue is on the agenda or how it can be made relevant to M.O.T.s. If an issue under discussion does or may negatively affect M.O.T.s, reconsider it or reconfigure it. (Relative to the latter—negative impact—one CEO (name-company slips my mind) is adamant that positive M.O.T.s are far more important, not less important, in a downturn, when every customer counts double. Hence, for example, beware mindless cost-cutting that pisses off remaining customers!)