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Rationalizing the Overlapping Journeys in Customer Experience
The journey has become a fairly significant idea in corporations in the past few years. Many argue that the masterful use of the concept is what has resulted in the extreme growth of some of the worlds best corporations. While big organizations work to migrate from a world of traditional IT infrastructure built on capital expenditures, risk mitigation, and homogenous technology delivery to technology customer centered experiences, the journey of the customer has come squarely into focus as the way to do it. For the CX and UX teams, this is great news — until we try to get alignment on what customer journey means.
The reason alignment is difficult is that journey mapping is just a tool. By design, it does not have an official format or rules and exists to allow teams to creatively align around the flow of an experience in an effort to identify the jobs to be done and the best tools to support a successful outcome.
There are three overarching challenges to finding success with journey maps: (1) identifying the type of journey in question, (2) agreeing on the goal of that journey, and (3) establishing a culture of cross-disciplinary experimentation and continuous optimization of that journey.
