Chapter 03
What activities, methods & tools?
9 Practice areas of Journey Management
80
Total respondants
28
Countries
10+
Total range of years
A total of 80 participants qualified for this section of the report. To qualify, respondents were required to complete all nine practice areas, evaluating practice relevance and effectiveness, as well as the frequency of related challenges. Incomplete responses were excluded from the final analysis
'Tick tac toe'
Practice model of Journey Management
This framework outlines the nine practice areas that comprise journey management. Select each practice area to explore its foundational activities, methods, and supporting tools.
To navigate the framework:
Horizontal axes (rows):
Details the foundational organisational capabilities that combine to make Journey Management a Dynamic CapabilityVertical axes (columns):
Defines the distinct Management Mechanisms (tools, structures, and processes) that equips managers to influence internal decisions
This model builds on the theory of Dynamic Capabilities, developed by David Teece.
What are organisational capabilities?
Sense and sense making
Sensing and sensemaking represent an organisation’s foundational capacity to detect, filter, and interpret external signals, trends, and market shifts prior to determining action. Within journey management, sensing and sensemaking govern the ability to identify shifts in customer or user behaviours, attitudes, and expectations. Practitioners translate these signals into actionable meaning by structuring them as evidence-based "insights" across a journey framework, subsequently defining "opportunities" designed to create, capture, or protect organisational value against risk.
Acting
Acting represents an organisation’s capacity to execute decisions, mobilise resources, and enact the operational and structural adjustments required to seize opportunities or neutralise threats. Within journey management, acting governs the ability to evaluate and compare opportunities, prioritise interventions, and coordinate the initiatives, projects, and investments necessary to resolve pain points, drive continuous improvement, and pursue new goals and growth.
Transforming
Transforming represents an organisation's ongoing ability to renew, reconfigure, and restructure its internal and external assets, routines, and business models in response to shifting competitive environments. Within journey management, transforming governs the ability to leverage journey data to pinpoint opportunities to create, grow, or protect organisational value. This capability aligns the organisation around a unified strategic narrative, establishes shared priorities, and reshapes operating models and technical systems to overcome functional silos.
What are Management mechanisms?
Strategic value
Strategic value refers to the capacity to empirically articulate how value is created, enhanced, or protected against loss across each journey step. Within journey management, this mechanism equips leaders with the empirical foundation to rigorously map and evaluate value across multiple dimensions, spanning customer experience, employee experience, operational efficiency, and technology performance.
Relational Alignment
Relational Alignment refers to the ability of managers to forge connections across organisational systems to aid in the planning, coordination, management and control of interrelated and interdependent activities. This may be to connect functional silos, embed new activities and practices, integrate systems and knowledge and minimise resistance.
Organisational efficiency
Organisational efficiency refers to the ability of managers to embed new capabilities, or ‘strengths’ and return benefits and resources to the organisation. The mechanism specifically enables managers to address waste created by product or service failures (service demand), poorly sequenced or underinvested improvements, systems that fail to integrate, assumption biases and teams failing to adopt Journey Management capabilities.
Key take aways
Some of the key takeaways from this research when it comes to Journey Management practcies