The broader the journey, the greater the maturity it fosters
OD and Customer Journeys share similar goals when it comes to understanding customers’ needs and improvising journeys to accommodate organisational change. Since designing touchpoints is not just about mapping everything, but setting a strategic goal to navigate multiple actors through each journey stage, OD reflects and monitors this priority. Without customer journeys, people cannot be aligned with organisational and departmental goals.
The Touchpoints Report is a comprehensive overview of the total touchpoints (in use) across 22 departments, providing a quick glimpse into the development status of all the customer journeys that are concised into a final growth trendline for the entire organisation. The initiative was taken in October 2023 by the Executive OD who assigned Customer Journeys to track and analyse the production and evolvement of touchpoints of all teams in the organisation on a monthly basis, reflecting a strategic approach to improving customer interactions and supporting the organizational development on valid grounds in terms of resources allocation and business units’ and functions’ design.
Customer Journeys & Organisational Development
Having a clear view of the growth of touchpoints in a company is vital for OD to allocate resources and budget in a way that makes sense for customers to be happy and the business to flourish, with a significant impact on departments’ ability to innovate and expand their touchpoints.
As a result, business ensures longevity, increased adaptability and sustained success, which are integral to building a future-proof organisation. Forward-thinking companies are characterised by extended and enhanced customer journeys, demonstrating an obsession with customer-driven strategies. This reflects an organisational capacity to adapt to changing market trends and technological breakthroughs.
The 3 Touchpoints Profiles
Every department has its own pace in terms of touchpoint development because operations and innovations are different in nature among various functions and units. However, the organisation wants to see the tendency in growth rates per department every month, so as to identify areas to support through infrastructural design or resources allocation.
Customer Journeys introduced a fair system so that we offer insights to all the teams regarding their own pace trends by comparing their touchpoint progress per month while also the Executive gets an overview perspective of this progress per month and per department. The Three Touchpoints Profiles categorises the units based on their touchpoint growth trends, and since this is measured per month, it is a dynamic model that impartially aligns with the actual pace of each and every department
Teams falling under this category exhibit remarkable expansion, showcasing a significant ability to grow their customer touchpoints. This positive trend reflects proactive strategies, effective execution, and continuous adaptability to customer demands. The suggested threshold is anything above 6% in positive change compared to the previous reporting month.
Departments in this category make gradual advancements within an expected rate. Most departments show this tendency, introducing few touchpoints every month to accommodate incoming new customer needs. To define Steady Advancers, a valid percentage range could be between 0.10% and 5.99% in positive change compared to the previous reporting month.
No Changers
Teams maintaining their existing touchpoints without significant changes, especially when innovation and touchpoint production is incremental, and not improvising new ones. A 0%-0.9% is a fair range to signify stability in the number of touchpoints over the monitored period.