In the past organizations had figured out that process models created high value for operations and operational improvement. Process models are quite common and beneficial today and will continue to provide value. Over time, organizations realized that process models, in the context of projects, was necessary, but not sufficient. This created the need for architectural models that guided and demonstrated the key interactions in the business, technology and data elements of an organization. Now with the emergence of new digital experience opportunities, the customer journey map is emerging as a key model to increase customer satisfaction and potentially revenue.
Modeling a new customer experience has to have the key participants. This, of course, includes the customer, but it also includes their goals, likes and dislikes. This means that creating a journey, process and architecture that supports all these is crucial. It may mean new kinds of customer data that must be captured and governed in the architecture. All of the products and services have options and limits to consider as a new customer experience is modeled and designed. These limits and customizations around customers have to be matched properly to the organizations’ product and services while preserving governance needs.
The actions that occur between the customers and what an organization offers are key and have to be planned to a good degree. Core navigation maps for customers across organizational offerings will be the minimum of actions that should be modeled. Variations may or may not be modeled as long as these variations do not cross unacceptable boundaries. Organizations must take care to view the models over time and potential business scenarios that might emerge. While the customer is king, governance will always be a factor in creating better experiences and should be designed into the new experience.
While on the surface, a new customer experience is a great thing for all involved, those organizations that plan and model the interactions well will be the benefactors of real design thinking. Modeling is a critical capability for planning organizations. While sand boxing a new experience is helpful and tests opportunities, linking all the moving parts in a set of models is a better practice.