Journey Mapping

Journey Mapping-Overview:

Foundational work before jumping to solution creation-are we certain we’re trying to solve the right problem. Very tempting to generate ideas and solutions and show progress and results quickly!

  • The purpose of customer journey mapping is to focus solely on what is for the customer
  • And develop a team understanding of what is for the customer as an individual in a particular role and their functional and business needs
  • A method to think aloud with them to surface deeper and un-identified needs
  • Use cognitive tricks to help make a temporary transition into their world
  • It must be a hands-on group activity-small group (3-5)
  • Depending on the scale of the exercise, a large artifact on wall, big and visual, to gather collection intuition is very effective
  • Different from Process Map-here we focus on illustrating stakeholder behavior
    • SIPOC: Suppliers, Inputs, Process (e.g., 5 step summary), Outputs, Customer
    • Swim-lane view

Competitive Advantage: What are some unmet customer needs that can be identified and a solution proposed for before our completion learns about them and moves faster?

In mapping out a journey’s sequence of activates and steps, the most important outcome is to identify what resonates, what triggers customer attention and action, has unquestioned value, and where is the point of emotional connection with the buyer’s needs or motivations that causes a moment of realization that that’s it, the moment of truth= actionable insight.

  • When asked, human beings tell what we think might exist, but are often off the mark from reality.
  • The goal of the mapping process is not precision or accuracy, but a platform to generate hypotheses that can be tested.
  • Must test the journey map and points along the journey to discover what is wrong, and to generate better hypotheses.
  • Can map customer and sales team journeys on the same timeline to generate new insights in to interactions, interrelationships, etc.

Observational Outing followed by Facts | Insights | Considerations

It is valuable to plan an observational outing. Travel to a place of business, office, or other environment where time can be devoted to objective observation at a distance or  structure sufficient not to influence participants to behave differently.

Take active and graphical notes on every step of the customer journey. Decompose into individual stages or steps the customer experiences. Watch for interactions, behaviors indicating distraction, confusion, or boredom. Start to identify steps where there is waste, friction, or missed opportunities.

Returning to a workspace, collect your observations into Facts, Insights, and Considerations. Start with a simple factual statement based on observations. Explore what insights may be associated with this statement, followed by considerations. This is an efficient and effective source of insights that can feed a fragment-combination process, or lead directly to added-value design.

To Get Started:

How to organize a small scale initial journey mapping exercise? Break down into smaller parts and examine a subset of a larger process or set of interrelated activities. This could be accomplished in a two hour meeting, and meeting efficiency would likely benefit from a pre-staged catalyst journey timeline to get the group started.

An example of diving into a customer mindset and experience as first step before creating solution:

Should we (the sales team) take a segment of time to create a simple paper model (on a wall) of what is happening inside a current customer environment, to understand both how licenses are drawn and accounted for by the end-user,  and exceed license agreement without payment, and how to achieve a positive resolution? and payment quickly once identified?

  • To gain a deeper understanding before trying to solve the immediate accounts receivable problem.
  • Look upstream to get a more complete view
  • This is a good example of the importance of how we frame what the problem is.