Today’s topic is something that’s been gaining a lot of traction lately: journey management. As mentioned in previous podcasts, journey management is becoming increasingly important, and I couldn’t think of a better person to discuss this with than Danny. We’ve known each other for quite some time, although not super well, but enough to know that his insights are incredibly valuable. So, let’s explore this fascinating subject together.
Personal Journeys
To kick things off, I asked Danny about his personal and professional journey. He started with a background in IT and communication, working at ABN AMRO’s call center during his studies. This experience sparked his passion for understanding customer touchpoints and the entire chain of events surrounding customer interactions.
One of the most challenging aspects he faced was gaining trust and engaging customers over the phone during their dinner time—a real test of patience and skill! Danny’s journey took him through various roles, from process manager to program manager, and ultimately led him to his current focus on customer experience (CX) and journey management.
The Evolution of Journey Mapping
Danny explained how his fascination with journey mapping began in 2009 during a conference in Las Vegas. He was captivated by the simplicity and effectiveness of visualizing customer journeys. The idea of continuously improving customer interactions by mapping out their experiences and making data-driven decisions resonated deeply with him.
But what’s the difference between journey mapping and journey management? This is where things get interesting. Journey mapping is about creating a static map of customer interactions—useful for meetings and projects but often outdated and siloed. Journey management, on the other hand, is about continuously updating and managing these maps with real-time data and collaborative efforts across departments.
Governance, Glossary, and Way of Working
One crucial aspect Danny emphasized is the need for a solid framework when implementing journey management. This framework consists of governance, a glossary of definitions, and a clear way of working.
Governance: Who is responsible for different elements within the journey management system? This includes journey owners, insight owners, and KPI owners, among others.
Glossary: Establishing clear definitions for terms like “insights” is vital. Different departments might have varying interpretations, so standardizing these definitions ensures everyone is on the same page.
Way of Working: How will the organization use the tool? This involves understanding current processes and optimizing them to fit within the journey management framework.
The Importance of Starting Small
Starting small is a key success factor. Danny advised beginning with one journey to touch on most elements of the journey management platform. This allows for practical implementation and avoids overwhelming the organization. It’s about making immediate impact while keeping the bigger picture in mind.
Measuring Success
How do you measure the success of journey management? According to Danny, it’s about integrating existing surveys and metrics into the journey management platform and ensuring these are visible and actionable. Success criteria include seamless integration of current surveying practices and a well-defined way of working agreed upon by top-level management.
Feedback from Employees
Employee feedback is a crucial component of journey management. After onboarding, it’s important to measure whether employees feel equipped and comfortable using the new system. Further down the line, their feedback on how the tool impacts their daily work provides valuable insights into its effectiveness.
A common positive feedback from employees is that journey management reduces unnecessary discussions and increases efficiency. By having a clear, customer-related perspective, employees can focus on improving processes rather than debating definitions.
Real-Life Examples and Impact
One of my favorite parts of the conversation with Danny was discussing real-life examples of journey management in action. For instance, at KPN, creating a lifecycle model helped prioritize and connect numerous customer journeys. This model grouped generic contact reasons, like signing a contract or changing an address, into a structured framework.
This approach not only simplified data integration but also provided a clear picture of where to focus improvement efforts. It’s about turning complex, fragmented data into actionable insights that drive meaningful change.
The Broader Context of CX Transformation
Journey management is just one piece of the CX transformation puzzle. It’s essential to understand that CX transformation involves a holistic approach, touching on strategy, culture, measurement, and adoption across the entire organization.
Danny’s lifecycle model is a game-changer in this regard. By creating a new architecture for organizing and managing customer data, it helps organizations align their processes with customer needs, ultimately leading to a more customer-centric approach.
Conclusion
In conclusion, journey management is a powerful tool for driving CX transformation. Starting small, focusing on governance, glossary, and way of working, and continuously measuring success are key steps to implementation. Employee feedback and real-life examples underscore its impact and importance.
As we continue to explore journey management, remember that it’s about creating a seamless, collaborative environment where customer insights drive meaningful change. Thanks for joining me on this journey, and stay tuned for more insights and discussions!
