Chapter 01

Who’s practicing Journey Management?

A person thinking, drawn in ink on yellow

A total of 139 respondents met the criteria for this study

60%

In-house practitioners (59.7%)

29%

Consultants
(28.8%)

9%

Educators and vendors (9.4%)

This voluntary study surveyed practising journey managers,
including in-house employees, independent consultants, and educators. Recruitment was conducted through a broad call for participation via email, with contacts sourced primarily from public LinkedIn communications, contributors to the This is Journey Management book and training events. Participation was fully self-selected, uncompensated, and recruitment was not demographically or geographically targeted.

This voluntary study surveyed practising journey managers, including in-house employees, independent consultants, and educators. Recruitment was conducted through a broad call for participation via email, with contacts sourced primarily from public LinkedIn communications, contributors to the This is Journey Management book and training events. Participation was fully self-selected, uncompensated, and recruitment was not demographically or geographically targeted.

The remaining respondents comprised software vendors (0.7%) and those with mixed roles that could not be categorised (1.4%).
Respondents who did not complete the Practices and Scaling sections of the survey were excluded from the corresponding analysis.

Organisations practising by number of years:

We asked respondents for how many years their organisation had been practising journey management. Almost two-thirds (56%) of the organisations in this study have been practising journey management for less than two years.

Insight

Journey management is a rapidly growing practice.

The number of organisations adopting journey management continues to rise each year. Over the past two years, the discipline has gained significant momentum, supporting anecdotal industry observations that the practice is expanding.

Insight

Journey management is a rapidly growing practice.

Insight

Journey management is a rapidly growing practice.

By company size:

We asked respondents to provide their employee headcount as a measure of organisational size. Just under a third of respondents actively practising journey management represented organisations with between 1,000 and 5,000 employees, while nearly half belonged to organisations exceeding 5,000 employees.

Source: State of Journey Management survey

Insight

Large organisations are attracted to it the most.

Over 70% of respondents practice Journey Management in organisations with more than 5000 employees. A significant proportion of survey respondents that were from organisations with fewer than 250 employees (64.0%) and organisations with 1000-4999 employees (35.4%), are consultants delivering journey management services through specialist firms. It's quite likely that these practitioners are working within client organisations considerably larger than their own.

Insight

Large organisations are attracted to it the most.

Insight

Large organisations are attracted to it the most.

Organisation’s stage of development

We asked respondents to select the development stage that best described their organisation.

We defined Startup as an early stage focused on product-market fit. Scaling was defined as rapidly growing headcount and market share. Mature was defined as an established presence with stable growth. Legacy is defined as a large, long-standing institution focusing on efficiency or transformation.

Insight

It is typically practiced within large, complex organisations undergoing continuous efficiency and transformation initiatives

Approximately 60% of organisations practising journey management operate within legacy-stage institutions. This demonstrates that the prevailing operating context for most practitioners is defined by high structural complexity, where multiple internal priorities compete for operational efficiency, structural transformation, or both. This environment represents a critical contextual factor, particularly where journey management is deployed to enhance customer or user experiences. In these settings, the value proposition and projected return on investment for customer experience initiatives must continually be balanced against internal efficiency gains and resource trade-offs. The fundamental problem journey management addresses is therefore not a design challenge of how to improve an experience, but a managerial challenge of convincingly justifying why prioritising investment in those improvements is warranted right now.

Insight

It is typically practiced within large, complex organisations undergoing continuous efficiency and transformation initiatives

Insight

It is typically practiced within large, complex organisations undergoing continuous efficiency and transformation initiatives

Organisation’s primary industry of activity

We asked respondents to tell us what industry best describes their organisation's primary activity. The data demonstrates that journey management is being actively adopted across a diverse cross-section of industries.

Insight

Journey management is industry-agnostic.

Approximately a third of respondents operate within financial services, legal, and professional services organisations. However, the data reveals that journey management is applied across a wide range of other sectors, including SaaS and technology, retail, manufacturing, education, transport and logistics (encompassing maritime management), healthcare, energy and utilities, and tourism. This broad representation highlights the discipline's operational flexibility to adapt across unique industry sectors and disciplinary contexts.

Insight

Journey management is industry-agnostic.

Insight

Journey management is industry-agnostic.

Where does Journey Management sit?

We asked respondents to tell us where their Journey Management practice sat within the organisation.

Insight

Only half of Journey Management practices sit within design teams

Just over half of respondents (54%) position Journey Management practices within Design, UX and Service Design teams. Journey Management practices are also found in Business or Commercial teams (14.4%), Enterprise support or transformation teams (10.1%), and Product and technology teams (9.3%).

Insight

Only half of Journey Management practices sit within design teams

Insight

Only half of Journey Management practices sit within design teams

Location of Journey Management based on primary reason category

This graph shows a leaning towards the position of where Joureny Management sits based on the organisations primary reason category.

Insight

Where the practice sits depends on the goals it's pursuing

When analysed by primary reason category, journey management practices predominantly sit within functional areas that align directly with the strategic orientation of that primary driver.

Insight

Where the practice sits depends on the goals it's pursuing

When analysed by primary reason category, journey management practices predominantly sit within functional areas that align directly with the strategic orientation of that primary driver.

Insight

Where the practice sits depends on the goals it's pursuing

When analysed by primary reason category, journey management practices predominantly sit within functional areas that align directly with the strategic orientation of that primary driver.

Chapter 01

Who’s practicing Journey Management?

A total of 139 respondents met the criteria for this study

60%

29%

9%

Organisations practising by number of years:

Journey management is a rapidly growing practice.

Journey management is a rapidly growing practice.

Journey management is a rapidly growing practice.

By company size:

Large organisations are attracted to it the most.

Large organisations are attracted to it the most.

Large organisations are attracted to it the most.

Organisation’s stage of development

It is typically practiced within large, complex organisations undergoing continuous efficiency and transformation initiatives

It is typically practiced within large, complex organisations undergoing continuous efficiency and transformation initiatives

It is typically practiced within large, complex organisations undergoing continuous efficiency and transformation initiatives

Organisation’s primary industry of activity

Journey management is industry-agnostic.

Journey management is industry-agnostic.

Journey management is industry-agnostic.

Where does Journey Management sit?

Only half of Journey Management practices sit within design teams

Only half of Journey Management practices sit within design teams

Only half of Journey Management practices sit within design teams

Location of Journey Management based on primary reason category

Where the practice sits depends on the goals it's pursuing

Where the practice sits depends on the goals it's pursuing

Where the practice sits depends on the goals it's pursuing

Chapter 02

What's driving adoption?

Chapter 03

What activities make up Journey Management?