Journey Mapping - Applying Customer Experience Principles ......CX professionals map onboarding journeys more than any other targeted journey What problems are you using journey

© 2019 FORRESTER. REPRODUCTION PROHIBITED.

Journey Mapping: Applying Customer Experience Principles to ITSM

Chris Gallacher, Principal Consultant

January 23, 2019

2© 2019 FORRESTER. REPRODUCTION PROHIBITED.

Chris GallacherPrincipal ConsultantNorth America Strategy Consulting

[email protected]

› Started career working in vendor space providing IT managed services to commercial and government clients

› Prior to Forrester worked in industry for 10 years embarking major IT service management transformation

› Last 5 years focused on helping IT organizations transition to becoming a strategic partner using Forrester’s research insights

› Jointly pioneered ‘CX4IT’ framework using design thinking principles to help IT organizations think Outside-In

mailto:[email protected]


Agenda

› Why CX for IT, Why Now?

› The Competencies of Customer Experience

› Understanding Key CX Techniques and How to Get Started

› Case Study


Focusing on delivering effective employee experience (EX) has a direct impact on enhancing external customer experience (CX)

Customer Experience (CX):

How customers perceive their interactions with an organization or agency

Design, implementation, and management of interactions that happen across all touch-points of the entire customer journey and customer lifecycle

Definition Check!

Consider “customer” as your internal customer or employee


Design principles in a customer-led, digitally disruptive world

Connected: Orchestrate internal and inter-company operations

Insights-driven: Harness data to drive strategic advantage

Fast: Rapidly respond to changing customers and technology disruption

Customer-led: Make customer obsession an everyday competency


Customer Experience is Not…

Customer Service

User Experience (UX)

Lean Six Sigma, Agile, Value Stream Mapping, etc.

Interacting with customers to handle their specific requests and needs, or recovering from problems

Design, test and deploy specific user interactions (mainly) with a digital interface

Streamlined, optimized delivery (people, process, technology)


We have a more “Empowered Customer”…

…and guess what? They are bringing these expectations into the workplace.

Why does CX matter for IT deparments?


Workarounds

Outsourcing/Shadow IT

Bureaucracy of NO!

Wasted Money/Duplication of Efforts

…and when users feel like their voice isn’t being heard you get….


EffectivenessThe experience delivers value to customers.

EmotionCustomers feel good about their experience.

EaseIt’s not difficult for customers to get value from the experience.

Customer Experience Quality

Customer Loyalty

Forrester’s CX Index® demonstrates the link between end-customer experience and customer loyalty —resulting in revenue growth

RetentionThe likelihood that a customer will keep existing business with the company

EnrichmentThe likelihood that a customer will buy additional products and services from the company

AdvocacyThe likelihood that a customer will recommend the company to others


EffectivenessThe experience delivers value to customers.

EmotionCustomers feel good about their experience.

EaseIt’s not difficult for customers to get value from the experience.

Stakeholder Experience Quality

Stakeholder Loyalty

And the same experience-driven impact applies to employees

ComplianceThe likelihood that a stakeholder will follow IT’sdirectives or advice

ExpansionThe likelihood that a stakeholder use IT services even when it is not required

AdvocacyThe likelihood that a stakeholder will say positive things about the IT to others

Your internal stakeholder using the products and

services you supply


The Competencies of Customer Experience


Adopting an Outside-in approach enables you to create a compelling experience from your customer’s perspective

Outside-In Inside-Out

Customer “moments” that matter

Technology Services features

Customerperceptions

Technology Servicesofferings

Customervalue

Organization outcomes


To master customer experience requires developing 6 key competencies



It starts with a vision…

Vision

(North Star defining

the intended experience)

Strategy

(Provides a Roadmap on

how to implement the vision)

Experience

Today

› A vision helps align the organization so the experience isn’t disjointed

› It’s important the vision is aspirational –

yet attainable, authentic, and

actionable. The vision describes what the experience should feel (emotion)

and look (behaviors and delivery) like

› Without an agreed upon vision, Experience Strategies lose focus,

adoption decreases, and execution is

ineffective


RELIABLE: We are

trusted by our customers. Whether we are providing the right solutions right when they need it, or solving their problem, we get the job done every time.

INNOVATIVE: We are

leading the way across the organization. We onboard cutting-edge tools and we quickly and securely implement modernizing improvements to existing services.

EFFECTIVE: We know

our customers. We partner with them to ensure all their needs are covered by us or another provider and measure our success as the agency’s success.

Here’s an example…Example

Vision Statement:

We will deliver an experience which makes our customers feel that End User IT is a reliable provider of a diverse selection of effective and innovative world-class IT services.


Understanding Key CX Techniques and How to Get Started


Two critical design techniques are personas and journey maps

Personas

Journey Maps



Personas

Journey Maps


Why use Personas?

Provide Focus

Establish Priorities

Create Empathy


What does a Persona look like?› Typically one page

› Developed out of primary research

› Captures key behaviors, motivations, and goals (including tech preferences)

› Description of a single person who represents a behavioral segment

› Provides perspective of the end user for use during the design process by understanding how they want to engage


What makes a good Persona?› Wants & Needs

• Understand customer priorities and the most important aspects of their customer / employee experience

› Pain Points• What causes frustration and creates barriers to job success

› Most Used Services• Understand what technologies are most critical

› Workarounds• Understand additional steps customers have to take to get their

job done

› Day in the Life• Critical to understanding how technology supports the work

customers do – as well as their behaviors and motivations


How do you create one?Primary inputs Supporting artifacts

Qualitative research

Quantitative studies

• One on one interviews• Focus groups

what

with who• Customers• Business stakeholders• Employees

• Survey with ‘soft’ and ‘hard’ customer focus

what

with who• Customers• Employees

Customer segmentation

Customer data

• Any existing end user segmentation approaches

• Existing customer types

• Including existing customer data will provide hypotheses to test and guide the research tool development (i.e. surveys or interview guides)



Personas

Journey Maps


Journey maps are documents that visually illustrate customers’

processes, needs, and perceptions throughout their

relationships with an organization.


Why do we map journeys?To create a focused and shareable view of the customer experience (CX) that can be used to:

• guide internal actions and • enable informed decision making about how

to deliver value to customers.

Journey maps are strategic tools that clarify where to focus efforts, and why.

Customer Journey Mapping allows organization to understand and define a Customer Experience that aligns with customer expectations, across key touchpoints, and around core products and services.


The perceptions and emotions you have (adjectives)

The touchpoints you interact with (nouns)

The steps of your journey (verbs)Includes time intervals

The four elements of a customer journey

The people you engage with (nouns)


Customer Experience Ecosystem

The web of relations among all aspects of a company —

including its employees, partners, constituents, and

operating environment …

… that determine the quality of the customer experience.


Defining a Customer Journey Map

Persona overview and journey context

Customer emotion

Customer journey steps

Thoughts, questions, and feelings

Ecosystem components

Details around customer touchpoints

Time intervals

Customer journey


Journey Mapping can occur at different levelsAltitude Example Use Case

End-to-endSet of scenarios across the life cycle of the relationship with IT • Application /

service lifecycle

• Prioritize CX efforts• Assess overall health of

the experience

ScenarioSet of interactions to accomplish a business / user goal • Request support

• Deploy a new technology

• Improve satisfaction• Streamline cross-

channel interactions

TaskSet of interactions to complete a discrete task or milestone

• Complete a request form

• Navigate a helpdesk IVR

• Improve usability• Define key features or

technical requirements• Find and fix specific

issues

Request Service

Design & Development

Training & Comms Use Support

Design new CRM application

User Acceptance Testing


CX professionals map onboarding journeys more than any other targeted journey

What problems are you using journey mapping to solve?

Which of these best describes the types of journeys you mapped?

ü Organizations are using journey mapping to understand and improve their employee onboarding processes.

ü Mapping the employee experience isn’t just about making it better – it also translates to improved, more efficient experience delivery.


These tools are only as good as the change they drive

Analyze the workshop outputs and develop

the journey maps

Validate the findings with your customers and

socialize the work

Assign ownership / accountability and

drive change

Refine and prioritize improvement efforts


Example Case Study


Case Study - Background

› Client: Central IT Function within a non-profit organization (government agency)

› Client Challenge:

Reputation of being unresponsive and

ineffective

Shadow IT widespread within

organization through lack of execution

Need to reengage end users to build

trust and belief


Case Study - ApproachCreate CX Vision Develop Personas Perform Journey

MappingDevelop

Recommendations

• Interview customers (users) across the agency and held a workshop to synthesize and identify what the intended experience should feel and mean

• Identified a key journey that is a priority for each persona

• Held journey mapping sessions with actual customer to capture actual experience

• Co-developed 3 personas that represented key user groups

• Identified their wants, needs and pain points

• Identified and prioritized key recommendations

• Utilized the CX vision created to define how the experience should be in the future for journeys mapped


Meet the customer personasJack Donohue Ben RowlandsField Engineer Business Relationship

ManagerOffice Worker

Journey: Choosing a cloud provider and implementing

the solution

Journey: Using a mobile device that loses

connectivity in the field

Journey: Using SharePoint to collaborate and run

reports

Eliana Umberto


Case Study – Key Observations


Defining the future stateRequest Service Design &

DevelopmentTraining &

CommunicationsUse Support

What the Customer expects:

“I have a choice in the type of device I can use for my work to best meet

my needs.”

“IT asked me to pilot a new mobile solution and

they acted on my feedback!”

“The deployment for new mobile devices went so smoothly. The training provided was right on

target!”

“These mobile devices are so intuitive to use. I

am able to access a wide range of data critical to my job.”

“Contacting the helpdesk is quick and easy. They

fix my issues on first contact!”

Customer-focused

Provides access to devices and services that considers the different ways users work.

Engages different types of users (personas) when developing new solutions or improving existing services.

Ensures users have access to training and knowledgebase resources on the go.

Better understands the nature of the work users perform and reliance on key technology services to ensure there is adequate resilience.

Improves the knowledge sharing of support agents to be able to fix issues on first contact and minimize disruption to the end user.

Bold Leadership for Change

Clearly sets expectations upfront around how IT can assist and markets their services effectively.

Ensures focus on the end user experience when building new solutions so they work as expected.

Evaluates effective communication methods that considers the locations and working style of users.

Identifies opportunities to eliminate complexity and ultimately improve reliability of mobility solutions so it functions right first time.

Revisits current policies and procedures with a risk focus to provide better flexibility (e.g. public wi-fi usage).

Innovative

Thinks out of the box to provide solutions that can provide real value at low cost.

Considers effective ways to build in resilience so users can continue to be productive with the technology.

Develops ways to help users improve their productivity with existing technology through shared learning resources.

Looks for ways to mitigate connectivity issues through offline caching where possible.

Identifies methods to provide more effective support (e.g. hot spares, alternate devices) that can be used as effective workarounds.


Motivating a Change Culture

HiringIdentify Employees with the

right skills. Target candidates who are Customer-centric,

nurturing, strong communication skills, and

empowered.

SocializationOrganizations must

communicate their Customer Experience objectives, train

employees to deliver the intended experience, create

champions, and reinforce customer focus with routines.

RewardsOrganizations should change

both formal and informal reward structures so that they

reinforce the employee behaviors that lead to better

Customer Experience outcomes.

3 Levers to Shift Culture

We’reHiring


Next Steps / Recommendations

› Go out and engage with your IT customers: Better understand their needs, wants, and pain points

› Start creating personas: Develop a complete picture of your employee (customers) and understand their behaviors and perceptions around IT

› Identify journeys: During development of personas identify and prioritize the key journeys that require enhancement in customer experience

› Develop journey maps: Prepare for, and conduct, your very own journey mapping session

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Thank you© 2019 FORRESTER. REPRODUCTION PROHIBITED.

Chris [email protected]

www.linkedin.com/in/chrisgallacher

mailto:[email protected]

https://www.linkedin.com/in/chrisgallacher

Documents

Journey Mapping - Applying Customer Experience Principles ......CX professionals map onboarding journeys more than any other targeted journey What problems are you using journey