The team I am part of working at an IT services provider is responsible for providing  transformative solutions to Enterprise customers. We frequently experience challenges that  significantly impact customer experience and satisfaction when we need to bring disparate cross- functional together to deliver customer outcomes. This problem is largely caused by each team’s  offerings being developed in a silo, so we decided to tackle this challenge by working with the  main teams involved to create an integrated holistic view of the customer journey.

The challenge space was very broad and complex with a lot of overlaps between the various  technology and consulting domains expected to be identified. As a result, we decided to leverage  mind maps as a way of getting the information into a visual format from multiple stakeholder’s  perspectives so that we could begin to analyse and brainstorm as a group to tackle the problem.

Firstly we created a basic structure as a mental model for each team that spanned the generic  sales and delivery phases of the customer journey. We then asked each team to use this as a  loose structure from which to develop a mind map of their technology or consulting domain  products and services. We then came together as a group to review these collectively and  leverage the insights gained to develop the integrated view of the customer journey.

The insight gained from this process was highly valuable. Firstly, it helped to raise awareness  and appreciation of the broader team capabilities cross-functionally. Secondly, it visually  highlighted the areas where there were synergies, overlaps, or nuances related to the different  technology & consulting domains that allowed connections to be made that wouldn’t have been  obvious without this process. Lastly, it was the first time the teams could see visually how their  disparate products/services could be integrated better to deliver holistic outcomes and customer  value in the form of a customer journey map.

Mind maps were a very effective tool at the heart of this exercise. There were two areas  identified for improvement should this be performed again. Number one was identifying ways to  include actual end-customers in the process to get their feedback and “voice of the customer” so  that it isn’t just an internal exercise. Number two was we identified the need to include business  analysis and process engineering expertise in the group exercises so that we could better  capture and implement the required changes, as there were a significant amount of change  initiatives identified.


The team I am part of working at an IT services provider is responsible for providing transformative solutions to Enterprise customers . We frequently experience challenges that significantly impact customer experience and satisfaction when we need to bring disparate cross- functional together to deliver customer outcomes . This problem is largely caused by each team ’s offerings being developed in a silo , so we decided to tackle this challenge by working with the main teams involved to create an integrated holistic view of the customer journey . The challenge space was very broad and complex with a lot of overlaps between the various technology and consulting domains expected to be identified . As a result , we decided to leverage mind maps as a way of getting the information into a visual format from multiple stakeholder ’s perspectives so that we could begin to analyse and brainstorm as a group to tackle the problem . Firstly we created a basic structure as a mental model for each team that spanned the generic sales and delivery phases of the customer journey . We then asked each team to use this as a loose structure from which to develop a mind map of their technology or consulting domain products and services . We then came together as a group to review these collectively and leverage the insights gained to develop the integrated view of the customer journey . The insight gained from this process was highly valuable . Firstly , it helped to raise awareness and appreciation of the broader team capabilities cross - functionally . Secondly , it visually highlighted the areas where there were synergies , overlaps , or nuances related to the different technology & consulting domains that allowed connections to be made that would n’t have been obvious without this process . Lastly , it was the first time the teams could see visually how their disparate products / services could be integrated better to deliver holistic outcomes and customer value in the form of a customer journey map . Mind maps were a very effective tool at the heart of this exercise . There were two areas identified for improvement should this be performed again . Number one was identifying ways to include actual end - customers in the process to get their feedback and “ voice of the customer ” so that it is n’t just an internal exercise . Number two was we identified the need to include business analysis and process engineering expertise in the group exercises so that we could better capture and implement the required changes , as there were a significant amount of change initiatives identified .