Mapping Experiences, 3rd Edition

PART 3

PART 3. Mapping in Context

Part 3 examines how mapping applies to specific strategic contexts and organizational challenges:

• Chapter 10 looks at journey management. How do organizations orchestrate experiences at scale? Today, journey managers use real-time data to coordinate diverse touchpoints. We’re seeing “living maps” that update continually. Journey management shows what becomes possible when mapping is taken to scale, but for now it remains accessible to an elite few. Mapping is for everyone.
• Chapter 11 focuses on employee experience. The best way to create a great customer experience is to foster an exceptional employee experience. If you treat your employees right, they’ll treat your customers right.
• Chapter 12 explores strategy mapping. Diagrams point to new opportunities. They provide a new way of seeing the market, your organization, and your position.
• Chapter 13 covers mapping for social good. The principles apply beyond commercial contexts. The key difference: optimizing for human prosperity rather than just profit.
• Chapter 14 integrates Jobs to Be Done theory with experience mapping. Understanding the motivations and context behind behavior deepens your understanding of what customers are trying to accomplish.

Mapping experiences isn’t a single method. It’s a way of telling the story of value alignment. There are many ways to do that. This book is about possibilities, not one specific technique.