Q&A with Forrester and TandemSeven: Taking a journey-driven approach to digital strategy and digital transformation

Recently Forrester got together with TandemSeven to discuss the latest trends in Journey Mapping and taking a journey-led approach to digital experiences. Here are the highlights of that conversation.

Forrester is a leading research firm that has a dedicated practice that focuses on CX professionals. In this Q&A discussion they provide an overview of the state of the industry as it relates to journey mapping. TandemSeven is a leading experience innovation firm that specializes in helping companies visualize, create and take action on their customer journeys. They weigh in with their experiences and examples from the field.

Andrew Foley, TandemSeven

Andrew Foley
Moderator – TandemSeven, Experience Strategy Practice Leader

Dave Clark

Dave Clark
TandemSeven, Co-Founder and Journey Mapping Expert

Joana van den Brink-Quintanilha
Forrester, Principal Analyst

Transcript of the Q&A

Q. Andrew

Joana – What industries seem to be leading the charge on journey mapping right now? What areas of the customer experience seem to be focused on most? (for example: customer acquisition, account servicing, cross-channel transitions or the entire customer lifecycle.) And, stepping away from the most common, have there been any surprising or unexpected uses of Journey Mapping you have seen?

A. Joana

Companies have been quick to adopt journey mapping. In a recent Forrester survey, only 12% of firms indicated they are not involved in journey mapping efforts. According to our respondents, journey maps are more likely to be used to find and fix experience problems (73%) and improve existing experiences (69%), than to drive experience innovation (41%). A number of companies are leading the charge, using journey maps as a reusable asset that informs every aspect of an evolving CX program. Companies in financial-services, utilities, telecommunications, hospitality, and retail sectors are mapping journeys at scale and augmenting them with quantitative and qualitative data to systematically measure and understand individual and aggregate journeys, to link customer and employee mindsets, and drive culture change. The most popular customer journeys that CX pros map include; path to purchase, onboarding, using a service or product, discovering and evaluating options, and getting support. Companies tend to neglect employee, service renewal, and end-of-relationship journeys.


Q. Andrew

Dave – How does Digital Strategy relate to Journey Mapping? We talk about taking a journey-driven consulting approach. What does this mean and how does it relate to journey mapping as standalone, more focused activity?

A. Dave

Digital Strategy and Journey Mapping continue to have strong overlap tied to core customer experience improvement goals. A lot of our clients want to first get a handle on their current customer experience and then focus on improving it. While journey maps have the nice feature of being neutral to the digital or physical aspects of that experience, much of the ‘leap frogging’ over competitive experiences are being done on the digital side. The ideation and strategy sessions that follow on the heels of a good journey mapping project are driving this progress.


Q. Andrew

Joana – Journey Analytics seems to be gaining more and more mind share as a topic that you are tracking and writing about. What industries or companies have you seen capturing journey analytics and how are they being used? Any best practices to share? Are we actually seeing these analytics being used to identify and monitor ROI?

A. Joana

We define journey analytics as; an analytics practice that combines quantitative and qualitative data to analyze customer behaviors and motivations across touchpoints and over time to optimize customer interactions and predict future behavior. Once again, financial-services, utilities, telecommunications, hospitality, and retail companies are leading the way in this data-driven approach to journey mapping. Journey analytics is being used to accelerate customer acquisition, increase revenue per customer, reduce customer churn, improve existing products and services, remove bottle-necks and improve hand-offs between touchpoints and employees, and to maximize customer lifetime value. Companies tend to start by zooming in to a specific journey, or focus on an attractive or problematic customer segment. Companies zoom in on a journey to test hypotheses for making improvements to CX and optimizing marketing interactions. Journey analytics helps companies pinpoint the best way to interact with customers at a specific point in the journey. For instance, a financial services firm conducted multiple journey analytics trials (that it based on transaction history and journey satisfaction indicators, like Net Promoter Score [NPS]) to test the right time to make a new credit card offer, which resulted in a 20% differential in conversion rates. Companies can use journey analytics technologies to analyze and measure customers’ behavior in near-real time, enabling them to contextually engage with customers or present the next best offer. A global telecommunications company set up a queue in its call center for customers nearing expiration of their contracts so that agents could proactively offer them special renewal options, resulting in an additional $20 million in revenue.


Q. Andrew

Dave – How are we seeing our clients develop the capability and utilize journey analytics to help them make a variety of business decisions?

A. Dave

There are a couple of trends we are seeing emerge in Journey Analytics and I’ll list them in order of maturity: The first is simply getting a good set of customer experience data onto the maps. Where in the past we saw frowning faces and red exclamation points indicating negative parts of a journey, we are now seeing companies put together benchmarks and visualizing data throughout the diagram. The next step along the maturity curve, and this is just beginning, are real time CX data connections visualized on journey maps made possible by connecting different platform APIs. Required for this is having your journey maps in a platform like TandemSeven’s UX360 that can talk to these other systems whether these be Voice of Customer or other issue tracking offerings.


Q. Andrew

Joana – Another emerging capability is the use of CX Dashboards to provide an executive facing view of key metrics and analytics in as dynamic a fashion as their technology platforms permit. Are you seeing these type of dashboards (possibly including real-time data) evolving from journey mapping efforts?

A. Joana

Journey-map-based dashboards overlay metrics on the graphical representation of the journey. This helps CX pros and stakeholders understand how the journey and its touchpoints perform from the customer’s perspective as well as how changes to one touchpoint affect other touchpoints. Sage Software North America developed a heat map of the issues that most negatively affect the customer experience across touchpoints on the customer journey, indicating which touchpoints are affected primarily and which are affected downstream. Some journey mapping tools offer the ability to build journey dashboards to support specific stakeholders and project groups and enable CX pros to track journey performance on stats like service effectiveness and ROI against company goals and best practices.


Q. Andrew

For both Joana and Dave – What do you see as key trends in
this space in the coming year?

A. Joana

I think we will continue to see companies adding journey mapping skills and responsibilities to employees’ competency models and create new roles to professionalize journey mapping. Companies like ComEd, E.On, and Sage Software North America have created new roles like journey owners, stage owners, and journey managers. These employees are responsible for setting plans and budgets, implementing quick-win ideas, and setting up journey dashboards. Companies serious about journey analytics will set up centers of excellence and journey roles to enable cross-functional change driven by journey analytics. Journey analytics will bring disparities in terminology and approaches into focus and help firms fuse CX, CI, and UX capabilities. Service providers and agencies will thrive with customer journey analytics offerings. The ability to run fast, cheap, but scalable experiments based on business hypotheses will become a new core competence for customer journey success. In fact, companies unschooled in experimentation could risk triggering the wrong customer behavior. And as companies become more sophisticated in their use of journey analytics to zoom out and conduct larger-scale experiments that forge new partnerships and innovations, they will trade data and insights to ensure a richer, more engaging, and consistent CX – across brands.

A. Dave

Large enterprise customers coming to us are looking for a way to standardize how journey maps are created across multiple business units. We are seeing a greater emphasis on normalizing the approach to mapping, governance, methodology and templates. I think this shows that journey mapping is emerging as an enterprise capability with the need for standardization that you would expect with that transition. The other trend we are seeing is that CX leaders want to connect different aspects of their CX platforms together. They are sitting on lots of voice of customer data for example and they need ways to plug this into tools that allow them to tell persuasive stories and communicate insights.


Q. Andrew

Joana – What are the most common challenges to adoption of these techniques? Organizational alignment? Tools and methodology? Or something else?

A. Joana

The challenges to adoption of these techniques are similar to those holding companies back from achieving CX excellence – serious organizational challenges. In a study of CX executives by Forrester and global executive recruiting firm Heidrick & Struggles, the four most common challenges to success that respondents cited all referenced conditions in the broader organization. More than half of CX pros said that their organization’s culture impedes their success; 45% cited organizational structure, 41% referenced organizational processes, and 38% noted peer support and alignment as major challenges to success. Firms also lack essential competencies central to effective journey mapping and to journey analytics like deep understanding of customer behavior and motivation, human-centered design practices, and experimentation.

A. Dave

One thing we haven’t mentioned yet, that we hear a lot at the end our journey mapping engagements, is “What should we do next?” They finish a mapping effort and derive the internal alignment benefits that come with that, but the obvious next question that pops up is “How do we improve this experience?” We have found that the metrics used to track friction in a customer experience can also be used to prioritize initiatives and develop roadmaps. So the journey mapping effort becomes a customer informed and weighted input to a requirements or opportunity planning process. Journey mapping efforts often become ‘the new research’ in this regard.


Q. Andrew

Joana – Is there new research that you or your colleagues are writing about this year that ties into some of these themes that you would like to give folks a heads up on?

A. Joana

We are writing research on the customer journey-centric organization, what it looks like in terms of roles, governance, data, delivery, and measurement. In that report we will also be highlighting tactics CX practitioners can use to embed journey thinking throughout the organization and to keep journey teams on track and motivated. Later in the year, we will also be giving CX pros a guide to choosing a journey analytics technology provider.


Recently Forrester got together with TandemSeven to discuss the latest trends in Journey Mapping and taking a journey-led approach to digital experiences. Here are the highlights of that conversation.

Forrester is a leading research firm that has a dedicated practice that focuses on CX professionals. In this Q&A discussion they provide an overview of the state of the industry as it relates to journey mapping. TandemSeven is a leading experience innovation firm that specializes in helping companies visualize, create and take action on their customer journeys. They weigh in with their experiences and examples from the field.

Andrew Foley, TandemSeven

Andrew Foley
Moderator – TandemSeven, Experience Strategy Practice Leader

Dave Clark

Dave Clark
TandemSeven, Co-Founder and Journey Mapping Expert

Joana van den Brink-Quintanilha
Forrester, Principal Analyst

Transcript of the Q&A

Q. Andrew

Joana – What industries seem to be leading the charge on journey mapping right now? What areas of the customer experience seem to be focused on most? (for example: customer acquisition, account servicing, cross-channel transitions or the entire customer lifecycle.) And, stepping away from the most common, have there been any surprising or unexpected uses of Journey Mapping you have seen?

A. Joana

Companies have been quick to adopt journey mapping. In a recent Forrester survey, only 12% of firms indicated they are not involved in journey mapping efforts. According to our respondents, journey maps are more likely to be used to find and fix experience problems (73%) and improve existing experiences (69%), than to drive experience innovation (41%). A number of companies are leading the charge, using journey maps as a reusable asset that informs every aspect of an evolving CX program. Companies in financial-services, utilities, telecommunications, hospitality, and retail sectors are mapping journeys at scale and augmenting them with quantitative and qualitative data to systematically measure and understand individual and aggregate journeys, to link customer and employee mindsets, and drive culture change. The most popular customer journeys that CX pros map include; path to purchase, onboarding, using a service or product, discovering and evaluating options, and getting support. Companies tend to neglect employee, service renewal, and end-of-relationship journeys.


Q. Andrew

Dave – How does Digital Strategy relate to Journey Mapping? We talk about taking a journey-driven consulting approach. What does this mean and how does it relate to journey mapping as standalone, more focused activity?

A. Dave

Digital Strategy and Journey Mapping continue to have strong overlap tied to core customer experience improvement goals. A lot of our clients want to first get a handle on their current customer experience and then focus on improving it. While journey maps have the nice feature of being neutral to the digital or physical aspects of that experience, much of the ‘leap frogging’ over competitive experiences are being done on the digital side. The ideation and strategy sessions that follow on the heels of a good journey mapping project are driving this progress.


Q. Andrew

Joana – Journey Analytics seems to be gaining more and more mind share as a topic that you are tracking and writing about. What industries or companies have you seen capturing journey analytics and how are they being used? Any best practices to share? Are we actually seeing these analytics being used to identify and monitor ROI?

A. Joana

We define journey analytics as; an analytics practice that combines quantitative and qualitative data to analyze customer behaviors and motivations across touchpoints and over time to optimize customer interactions and predict future behavior. Once again, financial-services, utilities, telecommunications, hospitality, and retail companies are leading the way in this data-driven approach to journey mapping. Journey analytics is being used to accelerate customer acquisition, increase revenue per customer, reduce customer churn, improve existing products and services, remove bottle-necks and improve hand-offs between touchpoints and employees, and to maximize customer lifetime value. Companies tend to start by zooming in to a specific journey, or focus on an attractive or problematic customer segment. Companies zoom in on a journey to test hypotheses for making improvements to CX and optimizing marketing interactions. Journey analytics helps companies pinpoint the best way to interact with customers at a specific point in the journey. For instance, a financial services firm conducted multiple journey analytics trials (that it based on transaction history and journey satisfaction indicators, like Net Promoter Score [NPS]) to test the right time to make a new credit card offer, which resulted in a 20% differential in conversion rates. Companies can use journey analytics technologies to analyze and measure customers’ behavior in near-real time, enabling them to contextually engage with customers or present the next best offer. A global telecommunications company set up a queue in its call center for customers nearing expiration of their contracts so that agents could proactively offer them special renewal options, resulting in an additional $20 million in revenue.


Q. Andrew

Dave – How are we seeing our clients develop the capability and utilize journey analytics to help them make a variety of business decisions?

A. Dave

There are a couple of trends we are seeing emerge in Journey Analytics and I’ll list them in order of maturity: The first is simply getting a good set of customer experience data onto the maps. Where in the past we saw frowning faces and red exclamation points indicating negative parts of a journey, we are now seeing companies put together benchmarks and visualizing data throughout the diagram. The next step along the maturity curve, and this is just beginning, are real time CX data connections visualized on journey maps made possible by connecting different platform APIs. Required for this is having your journey maps in a platform like TandemSeven’s UX360 that can talk to these other systems whether these be Voice of Customer or other issue tracking offerings.


Q. Andrew

Joana – Another emerging capability is the use of CX Dashboards to provide an executive facing view of key metrics and analytics in as dynamic a fashion as their technology platforms permit. Are you seeing these type of dashboards (possibly including real-time data) evolving from journey mapping efforts?

A. Joana

Journey-map-based dashboards overlay metrics on the graphical representation of the journey. This helps CX pros and stakeholders understand how the journey and its touchpoints perform from the customer’s perspective as well as how changes to one touchpoint affect other touchpoints. Sage Software North America developed a heat map of the issues that most negatively affect the customer experience across touchpoints on the customer journey, indicating which touchpoints are affected primarily and which are affected downstream. Some journey mapping tools offer the ability to build journey dashboards to support specific stakeholders and project groups and enable CX pros to track journey performance on stats like service effectiveness and ROI against company goals and best practices.


Q. Andrew

For both Joana and Dave – What do you see as key trends in
this space in the coming year?

A. Joana

I think we will continue to see companies adding journey mapping skills and responsibilities to employees’ competency models and create new roles to professionalize journey mapping. Companies like ComEd, E.On, and Sage Software North America have created new roles like journey owners, stage owners, and journey managers. These employees are responsible for setting plans and budgets, implementing quick-win ideas, and setting up journey dashboards. Companies serious about journey analytics will set up centers of excellence and journey roles to enable cross-functional change driven by journey analytics. Journey analytics will bring disparities in terminology and approaches into focus and help firms fuse CX, CI, and UX capabilities. Service providers and agencies will thrive with customer journey analytics offerings. The ability to run fast, cheap, but scalable experiments based on business hypotheses will become a new core competence for customer journey success. In fact, companies unschooled in experimentation could risk triggering the wrong customer behavior. And as companies become more sophisticated in their use of journey analytics to zoom out and conduct larger-scale experiments that forge new partnerships and innovations, they will trade data and insights to ensure a richer, more engaging, and consistent CX – across brands.

A. Dave

Large enterprise customers coming to us are looking for a way to standardize how journey maps are created across multiple business units. We are seeing a greater emphasis on normalizing the approach to mapping, governance, methodology and templates. I think this shows that journey mapping is emerging as an enterprise capability with the need for standardization that you would expect with that transition. The other trend we are seeing is that CX leaders want to connect different aspects of their CX platforms together. They are sitting on lots of voice of customer data for example and they need ways to plug this into tools that allow them to tell persuasive stories and communicate insights.


Q. Andrew

Joana – What are the most common challenges to adoption of these techniques? Organizational alignment? Tools and methodology? Or something else?

A. Joana

The challenges to adoption of these techniques are similar to those holding companies back from achieving CX excellence – serious organizational challenges. In a study of CX executives by Forrester and global executive recruiting firm Heidrick & Struggles, the four most common challenges to success that respondents cited all referenced conditions in the broader organization. More than half of CX pros said that their organization’s culture impedes their success; 45% cited organizational structure, 41% referenced organizational processes, and 38% noted peer support and alignment as major challenges to success. Firms also lack essential competencies central to effective journey mapping and to journey analytics like deep understanding of customer behavior and motivation, human-centered design practices, and experimentation.

A. Dave

One thing we haven’t mentioned yet, that we hear a lot at the end our journey mapping engagements, is “What should we do next?” They finish a mapping effort and derive the internal alignment benefits that come with that, but the obvious next question that pops up is “How do we improve this experience?” We have found that the metrics used to track friction in a customer experience can also be used to prioritize initiatives and develop roadmaps. So the journey mapping effort becomes a customer informed and weighted input to a requirements or opportunity planning process. Journey mapping efforts often become ‘the new research’ in this regard.


Q. Andrew

Joana – Is there new research that you or your colleagues are writing about this year that ties into some of these themes that you would like to give folks a heads up on?

A. Joana

We are writing research on the customer journey-centric organization, what it looks like in terms of roles, governance, data, delivery, and measurement. In that report we will also be highlighting tactics CX practitioners can use to embed journey thinking throughout the organization and to keep journey teams on track and motivated. Later in the year, we will also be giving CX pros a guide to choosing a journey analytics technology provider.


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2017-07-10T16:55:09+00:00