This document discusses governance models for customer journey mapping efforts. It presents a maturity model with five levels of governance - from decentralized governance with no common tools or processes to a centralized customer-centric center of excellence. The rest of the document outlines key aspects of customer journey mapping (CJM) governance including defining holistic governance processes, implementing tool suites, and enabling auditability and accountability. It also discusses the scope of CJM governance in areas like organization and people, and ensuring consistent, credible data inputs and outputs.

1. Governance
in
Customer
Journey
Mapping
March,
2015

2. ©2015
suitecx
–
Confiden@al
Customer
Journey
Mapping
Governance
is
at
the
top
of
the
maturity
curve
Source: DataFlux
Unaware
Reac4ve
Proac4ve
Predic4ve
People, Process, Technology Adop4on
Reward
Risk
CJM Architecture
CJM Management
CJM Governance

3. ©2015
suitecx
–
Confiden@al
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
Cuts
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. ©2015
suitecx
–
Confiden@al
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
CommiUng
an
organiza@on
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
holis-c
governance
process
This
is
the
key
in
enabling
monitoring
and
reconcilia@on
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
ini@al
CEM
Experience
inputs
and
Maps
but
also
the
ongoing
inputs,
input
standardiza@on,
and
aggrega@on
ac@vi@es
along
the
path
of
the
end-­‐to-­‐end
lifecycle/info
flow.
Implemen-ng
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
ac@ons.
Accountability
requires
the
crea@on
and
empowerment
of
several
CEM/CJM
governance
roles
within
the
organiza@on
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. ©2015
suitecx
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Confiden@al
CJM
Governance
scope
Data Quality
Data Planning
Data Management
Data Governance
Data & Technology
Roadmap
Ini4a4ve
Management
Agile Development
Measurement &
Metrics
Process
Customer Strategy
Experience Design
Omni-­‐channel
Personaliza4on
Metrics &
Measurement
Marke4ng &
Communica4ons
Organiza4onal
Priori4es
Training
Project
Management
People Resources/
skills
Organiza4on &
People

6. ©2015
suitecx
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Confiden@al
CJM
Governance
scope:
Organiza@on
&
People
Organiza4onal Priori4es
Training
Project Management
People Resources/Skills
• Describes
the
level
of
mutual
collabora@on
among
departments
and
recogni@on
of
the
responsibility
to
govern
the
customer
experience
at
different
levels
of
management
• Single,
enterprise-­‐level
customer
experience
effort
• Well
understood
escala@on/
issue
resolu@on
process
• Planning
and
execu@ng
on
CJM
governance
training
• Ensuring
informa@on
sharing
and
integra@on
• Training
around
CJM
governance
is
the
wri]en
ar@cula@on
of
desired
organiza@onal
behavior
• The
best
and
most
cost-­‐
effec@ve
place
to
assure
customer
data
quality
is
at
the
source.
• Make
sure
you
have
tools/
checks
in
place
at
each
customer
interac@on
point
that
is
consistent
with
the
training
• Model
long-­‐term
consequences
before
deploying
• Connect
business
goals
and
programs
with
customer
experience
ini@a@ves
• Management
of
consistent
and
structured
crea@on
and
upda@ng
of
journey
maps
• Ensuring
data
inputs
(VOC/
VOE/VOI)
are
consistent,
current
and
credible
• Ensuring
data
outputs
(Findings,
Recommenda@ons,
Ini@a@ves
and
Roadmap)
are
kept
up
to
date
and
socialized
with
execu@ves
• Build
governance
skill
sets
into
every
department
and
every
level
• Ensure
the
customer
experience
is
at
the
heart
of
all
goals
and
metrics

7. ©2015
suitecx
–
Confiden@al
CJM
Governance
scope:
Process
Roadmap
Ini4a4ve Management
Agile Development
Measurement & Metrics
• Development
process
by
which
requirements
and
solu@ons
evolve
through
collabora@on
between
cross-­‐func@onal
teams.
• It
promotes
adap@ve
planning,
evolu@onary
development,
early
delivery,
con@nuous
improvement,
and
encourages
rapid
and
flexible
response
to
change.
• Design
ensures
maximum
flexibility
and
integra@on
• Design
for
maximum
searchablity
and
visualiza@on
• Not
only
should
metrics
be
gathered
at
each
interac@on
point,
but
at
a
meta-­‐level
as
well
• Ensure
metrics
are
@mely
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
ini@a@ves
• Measurement
is
not
a
one-­‐
@me
ac@vity.
Journey
maps
should
be
updated
and
compared
over
@me
• Collec@on
of
all
priori@zed
ini@a@ves
that
emerge
from
the
journey
mapping
process
• Crea@on
and
maintenance
of
ini@a@ve
charters
that
contain
associated
resources,
tasks,
costs,
dependencies
and
business
rules
• Ongoing
management
of
ini@a@ve
@ming
and
alignment
with
CX
goals
&
metrics
• Management
of
each
ini@a@ve
for
improvement
that
comes
from
the
journey
mapping
process
• Ensure
ini@a@ves
are
coordinated
and
are
constantly
re-­‐examined
based
on
CX
goals
and
metrics
• Flexibility
and
adaptability
are
cri@cal
as
the
customer
experience
gets
re-­‐
evaluated
over
@me

8. ©2015
suitecx
–
Confiden@al
CJM
Governance
scope:
Data
&
Technology
Data Quality
Data Planning
Data Management
Data Governance
• Includes
storage,
performance,
redundancy,
disaster/recovery,
distribu@on,
etc.
• A
systemic
policy-­‐based
approach
to
informa@on
collec@on,
use,
reten@on,
and
dele@on.
• Data
management
requires
a
strong
partnership
with
the
business
• Inventory
data
across
its
life
from
capture
to
dele@on
• 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
cer@fy
the
quality
and
integrity
of
customer
data
• Data
Quality
has
three
major
tasks:
• Enforcing
consistent,
compa@ble
data
standards;
• Elimina@ng
errors
like
duplicate
or
erroneous
records
• Crea@ng
the
basis
for
drawing
sensible,
meaningful
conclusions
from
a
data
warehouse
• The
best
and
most
cost-­‐
effec@ve
place
to
assure
data
quality
is
at
the
source
• The
methodology
by
which
customer
data
is
iden@fied,
qualified,
quan@fied,
avoided,
accepted,
mi@gated,
or
transferred
out
• Data
lifecycle,
including
temporary
or
transac@onal
data
vs.
long-­‐term
customer
data
points
that
don’t
or
rarely
change
over
@me
• Data
that
is
used
by
many
processes
and
impacts
many
processes
if
it
is
wrong
• Managing
many
business
requirements
across
departments
• The
organiza@onal
processes
for
monitoring
and
measuring
the
value,
risks,
and
efficacy
of
Governance
• Compliance
with
data
privacy
laws
across
countries
of
opera@on
• Address
risks
from
a
compliance
perspec@ve
with
common
data
repositories,
policies,
standards
and
calcula@on
processes
• Well
defined
change
management
process
• Well
defined,
ac@onable
roles
and
responsibili@es
for
all
governance
roles

9. ©2015
suitecx
–
Confiden@al
CJM
Governance
scope:
Marke@ng
&
Service
Customer Strategy
Experience Design
Omni-­‐channel Personaliza4on
Metrics & Measurement
• Single
version
of
the
truth,
an
inventory
of
all
customer
interac@on
points
• Use
best
prac@ce
methods
and
tools
to
create
common
defini@ons
for
customer
journey
lifecycles,
channels,
etc.
• Collaborate
across
mul@ple
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
communica@ons
more
effec@vely
in
the
future
• Success
metrics
are
defined
and
measured
for
CJM
governance
• The
process
by
which
customer
interac@ons,
including
associated
data
and
assets
are
qualified
and
quan@fied
to
enable
the
business
to
maximize
value.
• Business
intelligence
(incl.
data
mining,
KPis,
Balanced
SCs,
compe@@ve
intelligence)
• Business
Intelligence
and
knowledge
management
• Data
visualisa@on
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
Ins@tu@on
to
get
a
complete,
balanced
understanding
of
the
current
and
ideal
states
• Make
journey
mapping
a
core
tenet
of
your
customer
experience
discipline

10. ©2015
suitecx
–
Confiden@al
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
influen@al
within
the
organiza@on
• Thought
Leaders
• Good
communicators
and
mo@vators
• Good
nego@a@on
and
media@on
skills
• Results-­‐oriented
What
They
Do
• Set
priori@es
as
it
relates
to
CX
an
CJM
• Ensure
ac@onable
efforts
and
ROI
is
tracked
• Manage
expecta@ons
• Facilitate
Business/IT
Communica@ons
• Set
policies
that
govern
inputs
and
usage
for
the
en@re
enterprise

11. ©2015
suitecx
–
Confiden@al
What
are
some
new
roles
and
skills
required
to
govern
journey
mapping
efforts?
• CX
Council
Roles:
• A cross-­‐func4onal team consis4ng of representa4ves 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
Informa@on
Steward
–
They
are
responsible
for
understanding
and
maintaining
the
CX
inputs
and
CJM
ar@facts,
maps
and
suppor@ng
metrics
and
reports/ini@a@ves
• Analyst/Architect
-­‐
Knows
what
the
enterprise
needs,
evaluates
technical
op@ons,
develops
an
appropriate
CEM/CJM
design
and
CJM
architecture

12. ©2015
suitecx
–
Confiden@al
What
results
are
companies
seeing
from
good
governance
of
journey
mapping
efforts?
• A
set
of
relatable
visualiza@ons
that
enable
companies
to
rally
around
ini@a@ves
and
change
to
execute
on
improved
customer
experience
• GeUng
front
line
employees
to
understand
the
need
for
change/improvement
• Ac@onable
ini@a@ves
and
roadmaps
that
are
evidence
and
data
driven
• Over
@me
–
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
• Connec@on/understanding
of
CJ
on
both
an
emo@onal
and
evidence
based
level
• Inputs
into
other
governance
areas
such
as
MDM,
data
management,
customer
service
etc.

13. ©2015
suitecx
–
Confiden@al
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 organiza4on, 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. ©2015
suitecx
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Confiden@al
Rela@onship
Op@miza@on
Includes
Member
Experience
Design
Learning
&
Change
Management
Business
Strategy
Member
Experience
Strategy
and
Design
Process
Redesign
Member
Value
Crea@on
&
Loyalty
Performance
Impact
&
ROI
Metrics
Technology
&
Enablement
Organiza-onal
Alignment
Rela@onship
Op@miza@on
Framework

15. ©2015
suitecx
–
Confiden@al
How
widespread
is
the
use
of
journey
mapping
in
your
organiza@on?
Is
it
used
across
silos,
geographies?
• Most
of
our
clients
are
just
star@ng
the
journey
mapping
process
though
it
has
been
on
their
minds
for
a
long
@me.
There
are
a
lot
of
silos:
• Digital groups are doing a version of journey mapping when they do path to purchase/
conversion tracking
• Email marke4ng teams are doing the same thing but also in a silo
• Offline marke4ng doesn’t do as much mapping though it is interested in aZribu4on
• 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. ©2015
suitecx
–
Confiden@al
How
do
you
ensure
journey
mapping
is
delivering
ROI,
driving
change?
• C-­‐Level
leadership
is
cri@cal
• 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 interac4on point as end of rela4onship or purchase cycle measures (CSAT/
NPS) aren't ac4onable enough to ID MOTs/Pain Points for improvement
• You
must
create
ac@onable,
priori@zed
ini@a@ves
or
ac@on
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 u4lized in knowledge shares, change
management communica4ons and can pull the en4re company into a coordinated
approach
• ROI
needs
to
be
managed
the
same
as
in
any
other
business
ini@a@ve

17. ©2015
suitecx
–
Confiden@al
What
are
some
of
the
prac@ces
you
use
to
govern
your
journey
mapping
efforts?
• Define
the
CJM
Steward(s)
• Create an oversight commiZee
• Gather execu4ve champions
• Develop
policies
that
iden@fy
who
is
accountable
for:
• CX data accuracy
• Accessibility of CX data
• Consistency
• Completeness and upda4ng
• 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,
edi@ng
and
upda@ng
• Implement
CX
audits
and
controls
to
ensure
the
journey
map
is
current
and
credible

18. ©2015
suitecx
–
Confiden@al
CX/CEM/CJM
Governance
Mission/Charter
(Example)
The
Customer
Journey
Map
will
be
the
trusted,
single
source
of
truth
for
ac@onable
customer
experience
strategy
and
management.
It
will
enable
the
user
community
to
easily
access
the
informa4on
they
need
to
make
more
informed,
more
accurate
and
more
4mely
decisions
that
drive
profitability
and
support
corporate
priori4es.
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
• Resolu4on of CX issues that emerge from the mapping process are facilitated
• An enterprise-­‐wide business perspec4ve is taken into account when formula4ng and suppor4ng CX related technical
ini4a4ves
• Speed and ac4on are the priority

19. ©2015
suitecx
–
Confiden@al
How
does
your
current
governance
model
help
to
ensure
consistency,
share
best-­‐prac@ces
and
ensure
clear,
long-­‐term
CX
ownership?
• Single
source
of
truth
• Consistent
terminology
• Consistent
value
elements
feeding
into
ROI
• Ini@a@ves
managed
like
other
PMO/PMI
projects

20. ©2015
suitecx
–
Confiden@al
Has
your
company
introduced
journey
mapping-­‐specific
roles?
At
what
levels?
What
are
the
skills
requirements?
Are
you
recrui@ng
and
training
internally
for
these?
• Highly
varied
at
this
@me…
We
have
clients
with
80
people
in
a
CX
department
and
others
the
same
size
with
none…

21. ©2015
suitecx
–
Confiden@al
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
ac@onable
transac@on
view
• Manage
the
Customer
experience
at
all
touch
points
but
be
sure
to
keep
it
updated
• Share
informa@on
across
the
organiza@on
…
beyond
marke@ng
–
be
sure
the
C-­‐Levels
are
informed
• Measurably
drive
success
for
the
business
at
volumes
that
ma]er
• Deliver
business
intelligence
to
inform
more
impacsul
and
farther
reaching
business
decisions

22. ©2015
suitecx
–
Confiden@al
A
customer
journey
map
starts
from
the
customer’s
star-ng
point,
mo-va-ons,
and
desired
outcomes
rather
than
the
company’s
Allows
for
the
inclusions
of
customer
emo-ons
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. ©2015
suitecx
–
Confiden@al
How
do
you
see
your
journey
mapping
program
further
evolve
over
@me?
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
ac@onable
points
• Go
from
a
full
transac@on
to
the
components
of
the
transac@on
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. ©2015
suitecx
–
Confiden@al
Advice:
Success
Drivers
Senior
Management
Commitment
Organiza4onal
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. ©2015
suitecx
–
Confiden@al
Defini@ons
• CX
Governance
is
the
process
by
which
companies
govern
appropriate
access
to
their
cri@cal
data,
by
measuring
and
mi@ga@ng
opera@onal
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
defini@onal
meaning)
so
that
maps
and
resul@ng
ac@on
items
can
be
trusted
• Data,
in
this
context,
is
any
informa@on
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
informa@on,
ar@facts
and
data
are
accurate,
clean
and
ready
for
its
purpose
25

26. ©2015
suitecx
–
Confiden@al
Specific
CJM
Governance
Recommenda@ons
• Con@nue
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
@me
• 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
upda@ng
(or
crea@on)
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
–
execu@ves
need
to
ensure
the
steward
has
the
authority
to
manage
ongoing
customer
experience
improvements

27. ©2015
suitecx
–
Confiden@al
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
objec4ves
2. Assign Roles / Responsibili4es
3. Create Quality Improvement Process
4. Develop Data Quality Metrics
5. Prepare Policies and Business Rules
6. Audit current CEM/CJM capabili4es;
iden4fy and priori4ze gaps
7. Develop and priori4ze ini4a4ves to
close capabili4es gaps
8. Create Roadmap for implemen4ng
CEM/CJM Program
9. Prepare Communica4on, Training &
Change Management Plans
10. Iden4fy resource requirements /
business case (if required)
11. Develop a Program Tracking and
Repor4ng Plan
12. Prepare Data Quality Program
documenta4on
1. Measure current performance
2. Establish baseline performance metrics
3. Execute Program
4. Con4nuous Improvement Process
5. Roadmap of Priori4zed Ini4a4ves
6. Communica4on Plan
7. Training Plan
8. Change Management Plan
9. CEM/CJM Tracking and Repor4ng Plan
EXECUTION
Establish
Baseline
Performance,
and
Launch
CEM/CJM
Program
MANAGEMENT
Con-nuous
Monitoring,
Management
and
Improvement
1. Monitor ongoing use/accuracy
2. Measure against metrics and
business rules
1. Assess results and iden4fy root causes
2. Provide feedback:
3. Report metrics, trends
4. Make recommenda4ons to fix
problems
1. Improve process – fix problems
2. Repeat

28. @custoholic
suitecx.com