July 2026
Intermediate to advanced
378 pages
10h 17m
English
Content preview from Mapping Experiences, 3rd Edition
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CHAPTER 5
CHAPTER 5. Initiate: Establishing Relevance
The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and starting on the first one.
IN THIS CHAPTER
- Identifying the need
- Convincing decision makers
- Deciding on a direction
- Writing a proposal
- Collaborative methods for initiating a project
As experience mapping becomes more mainstream, stakeholders start asking for things like customer journey maps or service blueprints by name. In some cases, creating a map is even an expected part of a project. This is good news.
But it also makes framing the activity critical. Mapping must address a strategic imperative or fill a knowledge gap to be valuable.
Given the range of possibilities, it’s up to you to define your mapping effort appropriately. Here are some key points to keep in mind:
Include others throughout.
The mapmaker plays different roles, from researcher to facilitator. But the objective is not just to create a diagram; it’s to engage others in conversations and develop solutions together as a team.
Set realistic expectations about scope.
You won’t design every touchpoint. Some interactions you cannot control, or simply choose not to. Mapping helps you see interdependencies and prioritize strategically.
Use AI as an assistant.
AI can generate lists of actors, create personas, and identify experiences to consider. Apply a critical eye: it’s a tool, not a decision ...
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