Practice area 1
Out of 9
Mapping journeys dynamically
Mapping dynamic journeys includes the activities, methods and tools that build an interconnected information system across an enterprise. It is the practice of converting static journey maps into dynamic ones that can be managed on-goingly. This practice area combines a range of mapping tools, such as Journeys, Service Blueprints and Systems Architecture and technology maps. It includes dynamic elements, including the creation of map hierarchies, metrics, tags and linking of related information assets.
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
Grounding journeys in evidence
Building maps based on customer research, behavioural analytics and transactional data rather than primarily by internal assumptions (or where assumptions are used, these are labelled on maps)
Service blueprinting
Using Journeys to develop current-state service blueprints, including business processes, enterprise system touchpoints, business architecture and specifying what teams are responsible for
Experience framework
Identifying high-level lifecycle stages that define the end-to-end experience across the organisation, which journeys are organised within
Journey metrics
Defining and collecting a range of user and performance metrics at each journey level and connecting them with live data feeds to maintain automated regular updates, or establishing a regular rhythm to update them manually
Linking, tagging and filtering information
Linking research assets across journeys, using visual tags to separate insights from assumptions, and or to filter by different users, segments or personas
Leverage historical journey assets
Utilise existing journey map assets, updating and validating them over time
Utilising AI tools
Utilising AI tools to map journeys, synthesise research insights or connect journey information
What challenges do organisations experience when mapping dynamic journeys?
The following challenges summarise the core themes identified across participant interviews. Survey participants rated the frequency of each challenge from 1-5. The graph below compares average scores by different stages of practice:
Challenges that organisations experience
Assumption-bias
Developing journey maps based solely on high-level stakeholder hypotheses and internal consensus, without the inclusion of direct customer or user research.
Quantitative Gap
Constructing journey frameworks without behavioural analytics or transactional data, leading to a lack of proportional representation
Inconsistent terminology, templates or concepts
Describing pain points, opportunities or solutions inconsistently across maps or teams, resulting in quality issues.
Data provenance, integrity and metrics
Uncertainty regarding what to measure and track across the journey, and a lack of clarity on where that data is housed, or a lack of transparency of data sources
Mapping scope and intent
Mapping too many journeys at once, over-engineering maps, mapping the wrong state (current vs. future) or mapping without clear business goals to manage towards
Conflict over journey assets
Ambiguity over whether to invest in remapping journeys or to leverage existing internal assets of varying quality.