Method
Customer Journey Mapping
A collaborative map of the customer path across stages, touchpoints, pain points, emotions, and backstage processes.
Reading Room
Guide
Expose the operational dependencies behind a customer journey before the team turns friction into a prioritised action plan.
Open this when the strongest help is sequencing, decision posture, or stakeholder handling rather than a single facilitation method.
Workspace applicability
Plan · Outputs · Decision
Method
A collaborative map of the customer path across stages, touchpoints, pain points, emotions, and backstage processes.
Method
A map that links customer actions to frontstage interactions, backstage activities, support systems, and policies.
Method
A simplified OST session that maps strategic outcome to opportunity areas and candidate solutions, then identifies where evidence is needed next.
Principle
Journey and service maps are worth doing only when they sharpen a real decision, not when they merely create a polished artifact.
Journey artifacts become decorative when the decision boundary, scope, and intended use are vague. This principle keeps mapping work tied to operational and strategic consequences.
Principle
Good discovery artifacts make the invisible operational dependencies legible, not just the customer-facing pain points.
Teams often agree on customer pain while disagreeing on what is causing it. Making the backstage visible sharpens alignment, planning, and action quality.
Learning path
Move from stronger evidence into journey, service, and action artifacts that change what the team does next.
A shared end-to-end view that exposes dependencies, supports prioritisation, and turns synthesis into an action path.