governance in customer journey mapping

Governance in Customer Journey Mapping

March, 2015

©2015 suitecx – Confiden@al

Customer Journey Mapping Governance is at the top of the maturity curve

Source: DataFlux

Unaware

Reac4ve

Proac4ve

Predic4ve

People, Process, Technology Adop4on

Reward Risk

CJM Architecture

CJM Management

CJM Governance


What are some governance models CX teams are using to manage their journey mapping efforts?

• This is our maturity model based on what we see CX teams doing:

Model Graphic Criteria

Independent regional centers of excellence

Like coordinated hub and spoke but used in larger corps with multiple divisions and different markets, allows for flexibility for local markets. Common mapping tools and metrics. Some common training at basic levels.

Coordinated Regional Centers of Excellence

Combines decentralized and centralized. Cross functional team helps BU, geography, divisions, etc. thru training, support and education. Common data teams. Common HR hiring policies. Common metrics.

Center of Excellence across Bus Units

Centralized team by Bus Unit. Common definitions and metrics. Collaboration across locations. Common mapping technology . Common metrics and training. Establishes standards, data and tech platforms across enterprise.

Customer Centric Center of Excellence by BU

Centralized team which establishes some common technology, processes, metrics, data and customer experience governance. Center of excellence managed by Cuts Exp person from BU

Decentralized Journey Governance

Dispersed groups working on journey mapping. No common tools or process. Governance is focused on enhanced data, process innovation and new customer metrics.

Level of maturity


CJM Governance -‐ Strategy

CEM/CJM Governance is a process focused on managing the quality, consistency, usability, security, and availability of your overall CEM strategy as well as for the building blocks such as VOC/VOE/Journey Maps and CEM Dashboards

CommiUng an organiza@on to implement a robust CEM/CJM governance strategy requires a plan that follows a well-‐defined and proven methodology. It should include the following main areas of focus:  Defining the holis-c governance process This is the key in enabling monitoring and reconcilia@on all of the incoming CEM data from all of its sources and consumers that are presented in a map. The CEM governance process should cover not only the ini@al CEM Experience inputs and Maps but also the ongoing inputs, input standardiza@on, and aggrega@on ac@vi@es along the path of the end-‐to-‐end lifecycle/info flow.

  Implemen-ng a tool suite Design, select, and implement a set of CEM/CJM management and delivery suite of tools.

  Enabling auditability and accountability Auditability works hand in hand with accountability of CEM/CJM management and delivery ac@ons. Accountability requires the crea@on and empowerment of several CEM/CJM governance roles within the organiza@on including owners and stewards. It is very similar to the process and structure around data governance which is a more mature capability in many companies


CJM Governance scope

Data Quality Data Planning Data Management Data Governance

Data & Technology

Roadmap Ini4a4ve Management Agile Development Measurement &

Metrics

Process

Customer Strategy Experience Design Omni-‐channel Personaliza4on

Metrics & Measurement

Marke4ng & Communica4ons

Organiza4onal Priori4es Training Project

Management People Resources/

skills

Organiza4on & People


CJM Governance scope: Organiza@on & People

Organiza4onal Priori4es Training Project Management People Resources/Skills

•  Describes the level of mutual collabora@on among departments and recogni@on of the responsibility to govern the customer experience at different levels of management

•  Single, enterprise-‐level customer experience effort

• Well understood escala@on/issue resolu@on process

•  Planning and execu@ng on CJM governance training

•  Ensuring informa@on sharing and integra@on

•  Training around CJM governance is the wri]en ar@cula@on of desired organiza@onal behavior

•  The best and most cost-‐effec@ve place to assure customer data quality is at the source.

• Make sure you have tools/checks in place at each customer interac@on point that is consistent with the training

• Model long-‐term consequences before deploying

•  Connect business goals and programs with customer experience ini@a@ves

• Management of consistent and structured crea@on and upda@ng of journey maps

•  Ensuring data inputs (VOC/VOE/VOI) are consistent, current and credible

•  Ensuring data outputs (Findings, Recommenda@ons, Ini@a@ves and Roadmap) are kept up to date and socialized with execu@ves

•  Build governance skill sets into every department and every level

•  Ensure the customer experience is at the heart of all goals and metrics


CJM Governance scope: Process

Roadmap Ini4a4ve Management Agile Development Measurement & Metrics

•  Development process by which requirements and solu@ons evolve through collabora@on between cross-‐func@onal teams.

•  It promotes adap@ve planning, evolu@onary development, early delivery, con@nuous improvement, and encourages rapid and flexible response to change.

•  Design ensures maximum flexibility and integra@on

•  Design for maximum searchablity and visualiza@on

•  Not only should metrics be gathered at each interac@on point, but at a meta-‐level as well

•  Ensure metrics are @mely and relevant

•  Validate, validate, validate! •  Focus on most painful areas of the customer experience and measure improvements

•  Use quick wins to gain support for the more difficult ini@a@ves

• Measurement is not a one-‐@me ac@vity. Journey maps should be updated and compared over @me

•  Collec@on of all priori@zed ini@a@ves that emerge from the journey mapping process

•  Crea@on and maintenance of ini@a@ve charters that contain associated resources, tasks, costs, dependencies and business rules

•  Ongoing management of ini@a@ve @ming and alignment with CX goals & metrics

• Management of each ini@a@ve for improvement that comes from the journey mapping process

•  Ensure ini@a@ves are coordinated and are constantly re-‐examined based on CX goals and metrics

•  Flexibility and adaptability are cri@cal as the customer experience gets re-‐evaluated over @me


CJM Governance scope: Data & Technology

Data Quality Data Planning Data Management Data Governance

•  Includes storage, performance, redundancy, disaster/recovery, distribu@on, etc.

•  A systemic policy-‐based approach to informa@on collec@on, use, reten@on, and dele@on.

•  Data management requires a strong partnership with the business

•  Inventory data across its life from capture to dele@on

•  Ability to determine which source of “Customer” is the most accurate and current. This should then become the primary source for “Customer”.

• Methods to measure, improve, and cer@fy the quality and integrity of customer data

•  Data Quality has three major tasks: •  Enforcing consistent, compa@ble data standards;

•  Elimina@ng errors like duplicate or erroneous records

•  Crea@ng the basis for drawing sensible, meaningful conclusions from a data warehouse

•  The best and most cost-‐effec@ve place to assure data quality is at the source

•  The methodology by which customer data is iden@fied, qualified, quan@fied, avoided, accepted, mi@gated, or transferred out

•  Data lifecycle, including temporary or transac@onal data vs. long-‐term customer data points that don’t or rarely change over @me

•  Data that is used by many processes and impacts many processes if it is wrong

• Managing many business requirements across departments

•  The organiza@onal processes for monitoring and measuring the value, risks, and efficacy of Governance

•  Compliance with data privacy laws across countries of opera@on

•  Address risks from a compliance perspec@ve with common data repositories, policies, standards and calcula@on processes

• Well defined change management process

• Well defined, ac@onable roles and responsibili@es for all governance roles


CJM Governance scope: Marke@ng & Service

Customer Strategy Experience Design Omni-‐channel Personaliza4on Metrics & Measurement

•  Single version of the truth, an inventory of all customer interac@on points

•  Use best prac@ce methods and tools to create common defini@ons for customer journey lifecycles, channels, etc.

•  Collaborate across mul@ple disciplines to get a complete view of the customer experience – don’t neglect HR, Finance, Legal, etc.

•  Look across channels to ensure a consistent and relevant customer experience

•  Capture customer preferences wherever possible and ensure tools and processes are able to deliver

•  Create data-‐driven personas to target communica@ons more effec@vely in the future

•  Success metrics are defined and measured for CJM governance

•  The process by which customer interac@ons, including associated data and assets are qualified and quan@fied to enable the business to maximize value.

•  Business intelligence (incl. data mining, KPis, Balanced SCs, compe@@ve intelligence)

•  Business Intelligence and knowledge management

•  Data visualisa@on and modeling

•  Conduct internal audits to ensure your company strategy is one that is customer centric and data driven

• Measure Voice of Customer, Voice of Employee and Voice of Ins@tu@on to get a complete, balanced understanding of the current and ideal states

• Make journey mapping a core tenet of your customer experience discipline


What are some new roles and skills required to govern journey mapping efforts?

Depending on the size of the company the roles are similar to those in Data and Audit governance:

Who They Are • Both Business and IT professionals • Well-‐respected and influen@al within the organiza@on • Thought Leaders • Good communicators and mo@vators • Good nego@a@on and media@on skills • Results-‐oriented

What They Do • Set priori@es as it relates to CX an CJM • Ensure ac@onable efforts and ROI is tracked • Manage expecta@ons • Facilitate Business/IT Communica@ons • Set policies that govern inputs and usage for the en@re enterprise


What are some new roles and skills required to govern journey mapping efforts?

• CX Council Roles: • A cross-‐func4onal team consis4ng of representa4ves from Brands and IT with a shared vision to promote:

• Standards • Quality of outputs • Accuracy of outputs • A Single Version of the Corporate Truth

• CX/CJM Informa@on Steward – They are responsible for understanding and maintaining the CX inputs and CJM ar@facts, maps and suppor@ng metrics and reports/ini@a@ves

• Analyst/Architect -‐ Knows what the enterprise needs, evaluates technical op@ons, develops an appropriate CEM/CJM design and CJM architecture


What results are companies seeing from good governance of journey mapping efforts?

• A set of relatable visualiza@ons that enable companies to rally around ini@a@ves and change to execute on improved customer experience

• GeUng front line employees to understand the need for change/improvement

• Ac@onable ini@a@ves and roadmaps that are evidence and data driven

• Over @me – metrics/dashboards and stats that reflect improvement (or not)

• Trust that there is an understanding of the customers needs and the company’s ability to meet those needs

• Connec@on/understanding of CJ on both an emo@onal and evidence based level

• Inputs into other governance areas such as MDM, data management, customer service etc.


What is the main purpose and goal of your journey mapping efforts? How does it fit into your wider CX strategy?

• Our customers find that CJM efforts are a component of their wider CX strategies: • Delivering great experiences requires empathy – seeing what the customers see, feeling what the customer feels.

• But delivering great experiences also requires deep self-‐awareness. Awareness of who you are as an organiza4on, of your purpose, values, strengths and weaknesses

• Journey mapping allows for collaboration and sharing to get everyone on the same page to:

Let you see exactly where and when

customers experience

satisfaction or pain points, moments of

truth and who is most impacted and how it affects your

bottom line

Present data/ metrics as well as the

effectiveness and value of targeted

member and prospect interactions

Support prioritization to highlight what’s most

important’ to your customers, and

understand what creates or detracts from value & drives

loyalty

Present how actions,

offers, redemption, and accumulation affect members

Show how operations and processes in

one area impact the entire organization

and form the basis of a longer term strategic plan to build customer value


Rela@onship Op@miza@on Includes Member Experience Design

Learning & Change Management

Business Strategy

Member Experience Strategy and

Design

Process Redesign

Member Value

Crea@on & Loyalty

Performance Impact &

ROI Metrics

Technology

& Enablement

Organiza-onal Alignment

Rela@onship Op@miza@on Framework


How widespread is the use of journey mapping in your organiza@on? Is it used across silos, geographies?

• Most of our clients are just star@ng the journey mapping process though it has been on their minds for a long @me. There are a lot of silos: • Digital groups are doing a version of journey mapping when they do path to purchase/conversion tracking

• Email marke4ng teams are doing the same thing but also in a silo

• Offline marke4ng doesn’t do as much mapping though it is interested in aZribu4on

• Customer service does ‘one and done’ tracking in its own silo

• There are numerous programs such as VOC, CSAT/NPS that also track a journey from a much less granular level


How do you ensure journey mapping is delivering ROI, driving change?

• C-‐Level leadership is cri@cal • When we interview successful companies who do great Customer Experience we find that EVERY successful company has strong C-‐Level support

• Metrics for CX and for change need to be developed and used at the most granular level • Ideally at the interac4on point as end of rela4onship or purchase cycle measures (CSAT/NPS) aren't ac4onable enough to ID MOTs/Pain Points for improvement

• You must create ac@onable, priori@zed ini@a@ves or ac@on items and manage/track them just as you would any other set of Program Management elements

• You must bring vivid stories to both your strategic and front line customer facing teams to help drive change. • As is and to be CJM’s are a key tool here as they can be u4lized in knowledge shares, change management communica4ons and can pull the en4re company into a coordinated approach

• ROI needs to be managed the same as in any other business ini@a@ve


What are some of the prac@ces you use to govern your journey mapping efforts?

• Define the CJM Steward(s) • Create an oversight commiZee • Gather execu4ve champions

• Develop policies that iden@fy who is accountable for: • CX data accuracy • Accessibility of CX data • Consistency • Completeness and upda4ng

• Define processes for: • How customer data is stored in the journey map • How customer data is archived/updated • How maps are backed up • How oeen maps are updated

• Establish standards and procedures for CJM usage, edi@ng and upda@ng

• Implement CX audits and controls to ensure the journey map is current and credible


CX/CEM/CJM Governance Mission/Charter (Example)

The Customer Journey Map will be the trusted, single source of truth for ac@onable customer experience strategy and management. It will enable the user community to easily access the informa4on they need to make more informed,

more accurate and more 4mely decisions that drive profitability and support corporate priori4es. CJM Governance will ensure that:

•  CX projects align with the long term vision of the enterprise •  Corporate customer data standards are followed •  CX integrity and quality are maintained •  Resolu4on of CX issues that emerge from the mapping process are facilitated •  An enterprise-‐wide business perspec4ve is taken into account when formula4ng and suppor4ng CX related technical ini4a4ves

•  Speed and ac4on are the priority


How does your current governance model help to ensure consistency, share best-‐prac@ces and ensure clear, long-‐term CX ownership?

• Single source of truth

• Consistent terminology

• Consistent value elements feeding into ROI

• Ini@a@ves managed like other PMO/PMI projects


Has your company introduced journey mapping-‐specific roles? At what levels? What are the skills requirements? Are you recrui@ng and training internally for these?

• Highly varied at this @me… We have clients with 80 people in a CX department and others the same size with none…


What advice would you give a fellow CX professional when it comes to managing/governing a growing journey mapping program?

• Get C-‐Level buy in – its an uphill road if they aren't and most aren't successful without it

• Understand the total view of the Customer, including LTV so you are armed with the facts

• Offer a consolidated, enterprise view and then a drill down to an ac@onable transac@on view

• Manage the Customer experience at all touch points but be sure to keep it updated

• Share informa@on across the organiza@on … beyond marke@ng – be sure the C-‐Levels are informed

• Measurably drive success for the business at volumes that ma]er

• Deliver business intelligence to inform more impacsul and farther reaching business decisions


A customer journey map starts from the customer’s star-ng point, mo-va-ons, and desired outcomes rather than the company’s

Allows for the inclusions of customer emo-ons and tells a story

Supports “art meets science”

Can visualize a broad range of insights, benchmarks, data

Doesn’t follow a strict set of rules (Six Sigma) though it CAN incorporate them

A framework and set of guiding principles rather than a rigid and inflexible process

Advice: Know how customer journey mapping is different from process improvement


How do you see your journey mapping program further evolve over @me? How will governance help you reach that level of maturity?

• Most clients start with a basic wide and shallow approach and then start drilling down to get more info and more ac@onable points

• Go from a full transac@on to the components of the transac@on to get to MOT’s, accelerators, pain points and barriers

• More people involved in it

• Use it for new product development and broader uses


Advice: Success Drivers

Senior Management Commitment

Organiza4onal Readiness

Skills & Training

Enablement Tools &

Technology

Funding & Management

•  C-Suite endorsement and participation

•  Executive leadership involved in project implementation

•  Success metrics defined

•  Clear communications internally & externally

•  Employee buy-in •  Benchmarks

established •  Performance

metrics are defined

•  Value of loyal Member is known

•  Employees receive formal training

•  Rewards & recognition plan defined

•  Tools and technology enablement is in place

•  Processes are redefined and streamlined

•  Knowledge sharing

•  Projects have adequate short and long term funding

•  Program management & governance

in place


Defini@ons

• CX Governance is the process by which companies govern appropriate access to their cri@cal data, by measuring and mi@ga@ng opera@onal and security risks associated with access to data.

• CX Data management is the management of: data, access points to that data and management of its metadata (or defini@onal meaning) so that maps and resul@ng ac@on items can be trusted

• Data, in this context, is any informa@on captured within a computerized system, which can be represented in graphical, text or speech form.

• CX Info Quality – fit for the purpose

• CX Hygiene-‐ The process of ensuring that CEM/CJM informa@on, ar@facts and data are accurate, clean and ready for its purpose

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Specific CJM Governance Recommenda@ons

• Con@nue close partnership among departments but also assign CJM stewardship role to the business

• Business needs to take responsibility to tell other departments what data it requires and when

• Hire/assign a CJM steward that works to complete maps and manage/update them over @me

• The company should take steps to implement data governance, management, and quality efforts not already in place

• CJM Steward should lead planning efforts (quick hit, short/mid/long term)

• In partnership with HR and IT for, the CJM steward should develop training for all users on tools and methodologies

• CX business rules need review and upda@ng (or crea@on) based on strict standards that emerge from the journey mapping roadmap

• The customer journey map should be the source of truth for all things customer experience – execu@ves need to ensure the steward has the authority to manage ongoing customer experience improvements


Phases to Develop and Execute a CEM/CJM Governance /Quality Program

PLANNING

Develop CEM/CJM Program and Implementa-on

Roadmap

1.  Establish CEM/CJM Program objec4ves

2.  Assign Roles / Responsibili4es 3.  Create Quality Improvement Process 4.  Develop Data Quality Metrics 5.  Prepare Policies and Business Rules 6.  Audit current CEM/CJM capabili4es;

iden4fy and priori4ze gaps 7.  Develop and priori4ze ini4a4ves to

close capabili4es gaps 8.  Create Roadmap for implemen4ng

CEM/CJM Program 9.  Prepare Communica4on, Training &

Change Management Plans 10.  Iden4fy resource requirements /

business case (if required) 11.  Develop a Program Tracking and

Repor4ng Plan 12.  Prepare Data Quality Program

documenta4on

1.  Measure current performance 2.  Establish baseline performance metrics 3.  Execute Program 4.  Con4nuous Improvement Process 5.  Roadmap of Priori4zed Ini4a4ves 6.  Communica4on Plan 7.  Training Plan 8.  Change Management Plan 9.  CEM/CJM Tracking and Repor4ng Plan

EXECUTION

Establish Baseline Performance, and

Launch CEM/CJM Program

MANAGEMENT

Con-nuous Monitoring, Management and Improvement

1.  Monitor ongoing use/accuracy 2.  Measure against metrics and business rules 1.  Assess results and iden4fy root causes 2.  Provide feedback: 3.  Report metrics, trends 4.  Make recommenda4ons to fix problems 1.  Improve process – fix problems 2.  Repeat

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