Creating shared language and conceptual understanding
Creating shared language and conceptual understanding includes the activities, methods and tools that establish consistent terminologies, taxonomies and conceptual models that clarify how journeys, stakeholders, products, systems and teams interconnect. This practice area includes forging cross-functional relationships and leadership sponsorship through goal reciprocity, directly aligning journey objectives with broader departmental priorities. It also focuses on building advocacy and organisational momentum through high-impact pilots, targeted reporting, and evidence-based insights that challenge legacy mindsets.
What activities, methods and tools make up this practice?
Survey respondents first rated the relevance of each practice (0–5, from ‘not relevant at all’ to ‘very relevant’). For practices scoring 3 or higher, respondents scored their organisation’s effectiveness in applying them (0–5, from ‘not effective at all’ to ‘very effective’). The chart above shows both the range and average scores for relevance and effectiveness across each practice.
Methods, tools and activities that make up this practice area
Building shared mental models
Creating shared concepts and visual frameworks that help stakeholders understand how journeys, products, channels, systems or teams connect
Building cross-functional relationships & sponsorship
Developing relationships, coalitions and leadership support across functions by aligning journey-management objectives with wider organisational priorities.
Building advocacy & organisational momentum
Using pilots, trials and a track record of successful initiatives and targeted updates and strategic reporting to leadership teams and adjacent departments to build awareness, confidence and enthusiasm for journey-management practices and encourage wider adoption.
Goal reciprocity
Gaining the support of other stakeholders by identifying and achieving their goals, in tandem with Journey Management objectives
Defining terminology
Creating a glossary or taxonomy that defines journey management terms and concepts, such as pain points, opportunities, etc
Evidence-based shifts
Challenging legacy beliefs and cognitive biases by introducing new concepts backed by empirical research, models, and behavioural patterns
What challenges do organisations experience with this practice?
Challenges that organisations experience
Understanding of journey management
Stakeholder misconceptions, literacy gaps or difficulties interpreting (jargon heavy), managers inexperience in leading with journey-management concepts, frameworks and artefacts as strategic decision-making tools
Cross-functional misalignment
Fragmented business priorities, differing goals and incentives between departments and competing internal interests and pressures
Lack of participation & ownership
Challenges gaining meaningful involvement and accountability from stakeholders when resources and operational priorities compete for their attention or under pressure, overcoming cynicism regarding cost, value, and relevance of Journey Management.
Premature operational scaling
Challenges arising from the implementation of new rhythms and workflows before they have been adequately tested, piloted, or clarified
Investment 'catch-22'
The requirement to demonstrate empirical evidence of success before securing the necessary investment to launch or support journey-based initiatives