Chapter 02

What's driving adoption?

A total of 139 respondents met the criteria for this study

91%

Of something that you shuld know

7

of something tha tyou should know

78%

of something else to show and talk about

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.

Reasons for practicing Journey Management

We asked respondents to select the primary reason why they pursued Journey Management, with an open free-text field provided for additional, unlisted reasons. No additional reasons were identified beyond the 11 listed. These reasons were consolidated into 4 reason categories.

These categories structure the corresponding tabs across the bar chart, with respondent scores for each of the 11 reasons captured under each tab.

Insight

There are 11 different reasons why organisations practice Journey Management.

There are 11 different reasons why organisations pursue journey management. These can be clustered into four reason categories, which point to distinct strategic directions: outward-facing and inward-facing.

Insight

There are 11 different reasons why organisations practice Journey Management.

There are 11 different reasons why organisations pursue journey management. These can be clustered into four reason categories, which point to distinct strategic directions: outward-facing and inward-facing.

Insight

There are 11 different reasons why organisations practice Journey Management.

There are 11 different reasons why organisations pursue journey management. These can be clustered into four reason categories, which point to distinct strategic directions: outward-facing and inward-facing.

Deep dive in common categories

These two charts illustrate the distribution of respondents across each reason category for both their primary and secondary reason categories for pursuing journey management. The distribution is almost identical.

Respondants by primary reason category

Respondants by secondary reason category

Insight

The major reason why organisations pursue Journey Management is to develop the customer relationship.

The two outward-facing categories comprise Business Growth and Market Transformation, which orient the discipline towards commercial market opportunities, alongside Product Excellence and Customer Experience, which focus on strengthening long-term customer relationships. Conversely, the inward-facing categories encompass Operational Efficiency and Internal Systems, targeting cross-functional opportunities for internal performance improvement, and Governance, Sustainability, and Compliance, which align practices with non-negotiable regulatory obligations and institutional constraints.

Insight

The major reason why organisations pursue Journey Management is to develop the customer relationship.

The two outward-facing categories comprise Business Growth and Market Transformation, which orient the discipline towards commercial market opportunities, alongside Product Excellence and Customer Experience, which focus on strengthening long-term customer relationships. Conversely, the inward-facing categories encompass Operational Efficiency and Internal Systems, targeting cross-functional opportunities for internal performance improvement, and Governance, Sustainability, and Compliance, which align practices with non-negotiable regulatory obligations and institutional constraints.

Insight

The major reason why organisations pursue Journey Management is to develop the customer relationship.

The two outward-facing categories comprise Business Growth and Market Transformation, which orient the discipline towards commercial market opportunities, alongside Product Excellence and Customer Experience, which focus on strengthening long-term customer relationships. Conversely, the inward-facing categories encompass Operational Efficiency and Internal Systems, targeting cross-functional opportunities for internal performance improvement, and Governance, Sustainability, and Compliance, which align practices with non-negotiable regulatory obligations and institutional constraints.

Organisations by primary and secondary reason categories

This chart illustrates the most prominent category pairings across respondents' primary and secondary drivers for pursuing journey management.

Pairings involving "Other" (2.9%) capture instances where respondents provided free-text entries that were subsequently deemed invalid.

Insight

Half of organisations are motivated by a combination of goals that pull their practice in different directions.

Just under half of respondents (49.6%) selected primary and secondary drivers spanning different strategic categories, whereas a third identified the same reason-category. For organisations managing cross-category priorities, journey management practices must balance contrasting strategic directions: reaching outward toward the customer and market, while simultaneously looking inward toward operational efficiencies and regulatory constraints. This reveals that Journey Management is frequently applied across multiple, competing institutional challenges. So the measures of success for Journey Management practices varies depending on the strategic reasons driving their practice.

Insight

Half of organisations are motivated by a combination of goals that pull their practice in different directions.

Just under half of respondents (49.6%) selected primary and secondary drivers spanning different strategic categories, whereas a third identified the same reason-category. For organisations managing cross-category priorities, journey management practices must balance contrasting strategic directions: reaching outward toward the customer and market, while simultaneously looking inward toward operational efficiencies and regulatory constraints. This reveals that Journey Management is frequently applied across multiple, competing institutional challenges. So the measures of success for Journey Management practices varies depending on the strategic reasons driving their practice.

Insight

Half of organisations are motivated by a combination of goals that pull their practice in different directions.

Just under half of respondents (49.6%) selected primary and secondary drivers spanning different strategic categories, whereas a third identified the same reason-category. For organisations managing cross-category priorities, journey management practices must balance contrasting strategic directions: reaching outward toward the customer and market, while simultaneously looking inward toward operational efficiencies and regulatory constraints. This reveals that Journey Management is frequently applied across multiple, competing institutional challenges. So the measures of success for Journey Management practices varies depending on the strategic reasons driving their practice.

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