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.
Check out this guide to learn how to build your Customer Journey Map.
Governance in Customer Journey Mapping (TRANSCRIPTION)
1. 1. Governance in Customer Journey Mapping March, 2015
2. 2. ©2015 suitecx – Confidential Customer Journey Mapping Governance is at the top of the maturity curve Source: DataFlux Unaware Reactive Proactive Predictive People, Process, Technology Adoption Reward Risk CJM Architecture CJM Management CJM Governance
3. 3. ©2015 suitecx – Confidential 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 Cust 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
4. ti. ©2015 suitecx – Confidential 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 Committng an organization 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 holistic governance process This is the key in enabling monitoring and reconciliation 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 initial CEM Experience inputs and Maps but also the ongoing inputs, input standardization, and aggregation activities along the path of the end-‐to-‐end lifecycle/info flow. Implementing 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 actions. Accountability requires the creation and empowerment of several CEM/CJM governance roles within the organization 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
5. 5. ©2015 suitecx – Confidential CJM Governance scope Data Quality Data Planning Data Management Data Governance Data & Technology Roadmap Initiative Management Agile Development Measurement & Metrics Process Customer Strategy Experience Design Omni-‐channel Personalization Metrics & Measurement Marketing & Communications Organizational Priorities Training Project Management People Resources/ skills Organization & People
6. 6. ©2015 suitecx – Confidential CJM Governance scope: Organization & People Organizational Priorities Training Project Management People Resources/Skills • Describes the level of mutual collaboration among departments and recognition of the responsibility to govern the customer experience at different levels of management • Single, enterprise-‐level customer experience effort • Well understood escalation/ issue resolution process • Planning and executing on CJM governance training • Ensuring information sharing and integration • Training around CJM governance is the written articulation of desired organizational behavior • The best and most cost-‐ effective place to assure customer data quality is at the source. • Make sure you have tools/ checks in place at each customer interaction point that is consistent with the training • Model long-‐term consequences before deploying • Connect business goals and programs with customer experience initiatives • Management of consistent and structured creation and updating of journey maps • Ensuring data inputs (VOC/ VOE/VOI) are consistent, current and credible • Ensuring data outputs (Findings, Recommendations, Initiatives and Roadmap) are kept up to date and socialized with executives • Build governance skill sets into every department and every level • Ensure the customer experience is at the heart of all goals and metrics
7. 7. ©2015 suitecx – Confidential CJM Governance scope: Process Roadmap Initiative Management Agile Development Measurement & Metrics • Development process by which requirements and solutions evolve through collaboration between cross-‐functional teams. • It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change. • Design ensures maximum flexibility and integration • Design for maximum searchability and visualization • Not only should metrics be gathered at each interaction point, but at a meta-‐level as well • Ensure metrics are timely 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 initiatives • Measurement is not a one-‐ time activity. Journey maps should be updated and compared over time • Collection of all prioritized initiatives that emerge from the journey mapping process • Creation and maintenance of initiative charters that contain associated resources, tasks, costs, dependencies and business rules • Ongoing management of initiative timing and alignment with CX goals & metrics • Management of each initiative for improvement that comes from the journey mapping process • Ensure initiatives are coordinated and are constantly re-‐examined based on CX goals and metrics • Flexibility and adaptability are critical as the customer experience gets re-‐ evaluated over time
8. 8. ©2015 suitecx – Confidential CJM Governance scope: Data & Technology Data Quality Data Planning Data Management Data Governance • Includes storage, performance, redundancy, disaster/recovery, distribution, etc. • A systemic policy-‐based approach to information collection, use, retention, and deletion. • Data management requires a strong partnership with the business • Inventory data across its life from capture to deletion • 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 certify the quality and integrity of customer data • Data Quality has three major tasks: • Enforcing consistent, compatible data standards; • Eliminating errors like duplicate or erroneous records • Creating the basis for drawing sensible, meaningful conclusions from a data warehouse • The best and most cost-‐ effective place to assure data quality is at the source • The methodology by which customer data is identified, qualified, quantified, avoided, accepted, mitigated, or transferred out • Data lifecycle, including temporary or transactional data vs. long-‐term customer data points that don’t or rarely change over time • Data that is used by many processes and impacts many processes if it is wrong • Managing many business requirements across departments • The organizational processes for monitoring and measuring the value, risks, and efficacy of Governance • Compliance with data privacy laws across countries of operation • Address risks from a compliance perspective with common data repositories, policies, standards and calculation processes • Well defined change management process • Well defined, actionable roles and responsibilities for all governance roles
9. 9. ©2015 suitecx – Confidential CJM Governance scope: Marketing & Service Customer Strategy Experience Design Omni-‐channel Personalization Metrics & Measurement • Single version of the truth, an inventory of all customer interaction points • Use best practice methods and tools to create common definitions for customer journey lifecycles, channels, etc. • Collaborate across multiple 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 communications more effectively in the future • Success metrics are defined and measured for CJM governance • The process by which customer interactions, including associated data and assets are qualified and quantified to enable the business to maximize value. • Business intelligence (incl. data mining, KPis, Balanced SCs, competitive intelligence) • Business Intelligence and knowledge management • Data visualisation 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 Institution to get a complete, balanced understanding of the current and ideal states • Make journey mapping a core tenet of your customer experience discipline
10. 10. ©2015 suitecx – Confidential 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 influential within the organization • Thought Leaders • Good communicators and motivators • Good negotiation and mediation skills • Results-‐oriented What They Do • Set priorities as it relates to CX an CJM • Ensure actionable efforts and ROI is tracked • Manage expectations • Facilitate Business/IT Communications • Set policies that govern inputs and usage for the entire enterprise
11. 11. ©2015 suitecx – Confidential What are some new roles and skills required to govern journey mapping efforts? • CX Council Roles: • A cross-‐functional team consisting of representatives 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 Information Steward – They are responsible for understanding and maintaining the CX inputs and CJM artifacts, maps and supporting metrics and reports/initiatives • Analyst/Architect -‐ Knows what the enterprise needs, evaluates technical options, develops an appropriate CEM/CJM design and CJM architecture
12. 12. ©2015 suitecx – Confidential What results are companies seeing from good governance of journey mapping efforts? • A set of relatable visualizations that enable companies to rally around initiatives and change to execute on improved customer experience • Gettng front line employees to understand the need for change/improvement • Actionable initiatives and roadmaps that are evidence and data driven • Over time – 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 • Connection/understanding of CJ on both an emotional and evidence based level • Inputs into other governance areas such as MDM, data management, customer service etc.
13. 13. ©2015 suitecx – Confidential 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 organization, 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
14. 1ti. ©2015 suitecx – Confidential Relationship Optimization Includes Member Experience Design Learning & Change Management Business Strategy Member Experience Strategy and Design Process Redesign Member Value Creation & Loyalty Performance Impact & ROI Metrics Technology & Enablement Organiza-onal Alignment Relationship Optimization Framework
15. 15. ©2015 suitecx – Confidential How widespread is the use of journey mapping in your organization? Is it used across silos, geographies? • Most of our clients are just starting the journey mapping process though it has been on their minds for a long time. There are a lot of silos: • Digital groups are doing a version of journey mapping when they do path to purchase/ conversion tracking • Email marketing teams are doing the same thing but also in a silo • Offline marketing doesn’t do as much mapping though it is interested in aZribution • 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
16. 16. ©2015 suitecx – Confidential How do you ensure journey mapping is delivering ROI, driving change? • C-‐Level leadership is critical • 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 interaction point as end of relationship or purchase cycle measures (CSAT/ NPS) aren’t actionable enough to ID MOTs/Pain Points for improvement • You must create actionable, prioritized initiatives or action 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 utilized in knowledge shares, change management communications and can pull the entire company into a coordinated approach • ROI needs to be managed the same as in any other business initiative
17. 17. ©2015 suitecx – Confidential What are some of the practices you use to govern your journey mapping efforts? • Define the CJM Steward(s) • Create an oversight committee • Gather executive champions • Develop policies that identify who is accountable for: • CX data accuracy • Accessibility of CX data • Consistency • Completeness and updating • 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, editing and updating • Implement CX audits and controls to ensure the journey map is current and credible
18. 18. ©2015 suitecx – Confidential CX/CEM/CJM Governance Mission/Charter (Example) The Customer Journey Map will be the trusted, single source of truth for actionable customer experience strategy and management. It will enable the user community to easily access the information they need to make more informed, more accurate and more timely decisions that drive profitability and support corporate priorities. 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 • Resolution of CX issues that emerge from the mapping process are facilitated • An enterprise-‐wide business perspective is taken into account when formulating and supporting CX related technical initiatives • Speed and action are the priority
19. 19. ©2015 suitecx – Confidential How does your current governance model help to ensure consistency, share best-‐practices and ensure clear, long-‐term CX ownership? • Single source of truth • Consistent terminology • Consistent value elements feeding into ROI • Initiatives managed like other PMO/PMI projects
20. 20. ©2015 suitecx – Confidential Has your company introduced journey mapping-‐specific roles? At what levels? What are the skills requirements? Are you recruiting and training internally for these? • Highly varied at this time… We have clients with 80 people in a CX department and others the same size with none…
21. 21. ©2015 suitecx – Confidential 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 actionable transaction view • Manage the Customer experience at all touch points but be sure to keep it updated • Share information across the organization … beyond marketing – be sure the C-Levels are informed • Measurably drive success for the business at volumes that matter • Deliver business intelligence to inform more impactful and farther reaching business decisions
22. 22. ©2015 suitecx – Confidential A customer journey map starts from the customer’s star-ng point, motivations, and desired outcomes rather than the company’s Allows for the inclusions of customer emotions 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
23. 23. ©2015 suitecx – Confidential How do you see your journey mapping program further evolve over time? 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 actionable points • Go from a full transaction to the components of the transaction to get to MOT’s, accelerators, pain points and barriers • More people involved in it • Use it for new product development and broader uses
24. 2ti. ©2015 suitecx – Confidential Advice: Success Drivers Senior Management Commitment Organizational 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
25. 25. ©2015 suitecx – Confidential Definitions • CX Governance is the process by which companies govern appropriate access to their critical data, by measuring and mitigating operational 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 definitional meaning) so that maps and resulting action items can be trusted • Data, in this context, is any information 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 information, artifacts and data are accurate, clean and ready for its purpose 25
26. 26. ©2015 suitecx – Confidential Specific CJM Governance Recommendations • Continue 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 time • 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 updating (or creation) 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 – executives need to ensure the steward has the authority to manage ongoing customer experience improvements
27. 27. ©2015 suitecx – Confidential 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 objectives 2. Assign Roles / Responsibilities 3. Create Quality Improvement Process 4. Develop Data Quality Metrics 5. Prepare Policies and Business Rules 6. Audit current CEM/CJM capabilities; identify and prioritize gaps 7. Develop and prioritize initiatives to close capabilities gaps 8. Create Roadmap for implementing CEM/CJM Program 9. Prepare Communication, Training & Change Management Plans 10. Identify resource requirements / business case (if required) 11. Develop a Program Tracking and Reporting Plan 12. Prepare Data Quality Program documentation 1. Measure current performance 2. Establish baseline performance metrics 3. Execute Program ti. Continuous Improvement Process 5. Roadmap of Prioritized Initiatives 6. Communication Plan 7. Training Plan 8. Change Management Plan 9. CEM/CJM Tracking and Reporting Plan EXECUTION Establish Baseline Performance, and Launch CEM/CJM Program MANAGEMENT Continuous Monitoring, Management and Improvement 1. Monitor ongoing use/accuracy 2. Measure against metrics and business rules 1. Assess results and identify root causes 2. Provide feedback: 3. Report metrics, trends 4. Make recommendations to fix problems 1. Improve process – fix problems 2. Repeat
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