Once you’ve managed to establish the customers’ view of the customer journey (i.e. with their active support), then a few astounding by-products will emerge. One of the most important of these is simplification. A dispute will ignite internally around which of the 550 touchpoints with the customer are less important. In the meantime, the customer will declare that they recognize only 25 points. Already a source of eternal conflict has dried up.
The knock-on effects are even better: where earlier there was disagreement and fragmentation, suddenly everything comes together.
However, this effect often doesn’t manage to bring to maturity. This is due mostly to a lack of leadership. There will always be employees who see change as a threat. The majority of the followers of a customer experience program where sceptical at the beginning. However, once it gets going, they all learn to see the world with new eyes. Until then, leadership is the decisive component. If management doesn’t adopt a clear position and encourage employees, then it will end up as a field which is sown, but where no one takes care of the weeds.