Journey-Based CX Strategy

Utilizing Journey-Mapping techniques to inform CX organization goal setting, operational strategy & investment.

Problem

In 2019 Honeywell’s CXO approached me with a task to help him visualize the Customer Experience (CX) and understand the when, where, how, who, why, & “so what?!” of the impact of various projects being requested within the organization.

Project leads & subject-matter experts (SME) within the CX Org were not equipped with the mechanisms or knowledge to explain the experiential-impact or how to frame the behavioral-needs of customers, merely that there was a problem on a given topic and a project was needed.

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Outcomes

 

My Contributions

CREATED AN EXPERIENCE-MAP STRATEGY THAT WAS SCALABLE & ADOPTED BY CX PERSONNEL

LED DISCOVERY & MAPPING SESSIONS WITH SME’S, SUPPORTING UX, TO CAPTURE CUSTOMER NEEDS

VISUALLY CONNECTED THE CX ORG 2020 GOALS & INITIATIVES TO CUSTOMER NEEDS

WORKED WITH PROJECT LEADERS TO EXECUTE & MANIFEST CX IMPROVEMENTS

 

My Approach

PARTNERING

To avoid an extended timeline and insurmountable amount of research leading to what would be re-discovery of customer pain points, I sought out to partner with the subject matter experts (SME’s) within the various CX functions and the associated customer facing teams.

We are not short on qualitative or quantitative data that describes customer pain points and needs, and this process gave me access to a wealth customer-interaction data.

Depiction of team formation for illustration purposes only; actual team varies in size and depth.

Depiction of team formation for illustration purposes only; actual team varies in size and depth.

1000’s of customer data points were readily available, reducing the need for new discovery

1000’s of customer data points were readily available, reducing the need for new discovery

MAP STRATEGY

Accurate depiction of our customer experience was crucial to understand where the investment was most needed, so multiple concepts were created:

CONCEPT A: EVENT BASED ANALSYSIS

 
 
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“This is a terrific approach and absolutely where we need to go, but we are so silo'd today this will have trouble getting traction with the team...lets crawl before we walk.” -Peter Kropik, Honeywell Aerospace CXO

“If we knew how all events flowed through our different services, we could create new roles, Event Managers, that could facilitate customers through each occurrence!” -Paco Perez, Honeywell Aerospace CX Ops Leader

 

CONCEPT B: CUSTOMER JOBS BASED ANALYSIS

For some time Honeywell Aerospace had a very high-level & understood customer journey consisting of 5 major journey phases. We asked the question, what would happen if we mapped the major customer-jobs being done within the overall journey? Answer: the experience of completing each job could be mapped, as well as the supporting services and processes that enable it. Winner Winner.

 

SELLING THE APPROACH

To achieve buy-in from across the organization, solicit additional help, and publicize the effort, I created a short presentation that illustrated the approach. I drew comparisons to cartography and geographic mapping to establish understanding of zooming in from one elevation to another and exposing different types of detail:

 
 
 

The Critical L3: Job Completion Experience

MAP GUIDE

Guidelines were created to facilitate collaborative map development from support CX and UX resources

  • Experience swimlane = What is going on/occurring

  • Pain points live in their own swim lane

  • Show paths for primary, secondary, and deviation paths: highlight the workarounds we observe customers doing - dotted lines.

  • Customer Needs are aligned to the linear occurrence of pain points

  • Brevity is our friend

  • Show off-ramps for adjacent services that may play a role in the job

  • (not pictured) Data is used to provide deep context when available and to size the pain point

  • Org Projects & Initiatives are mapped to the pain points and customer needs

 

L3 MAPPING IN PRACTICE

 

Adoption