01 / Artefacts How do journey maps live in your organization today? We don't have any — journeys are discussed informally A few one-off maps exist in slide decks or on a wall Maps live in a shared tool and are updated after major projects A maintained journey portfolio with owners and versioning
02 / Ownership Who is accountable for an end-to-end journey? Nobody — each function owns its own touchpoints An individual champion, informally and without mandate Named journey owners for a few priority journeys Journey owners with budget, mandate and executive sponsorship
03 / Structure Do you have a shared journey taxonomy or hierarchy? No shared language for journeys at all Teams use their own naming, overlapping and inconsistent A draft taxonomy exists, partially adopted A governed hierarchy from lifecycle down to micro-journeys
04 / Insight How is customer evidence fed into journeys? Mostly internal assumptions and opinion Occasional research projects, not tied to journeys Regular qualitative and quantitative input on key journeys Continuous insight streams (research, support, analytics) mapped to stages
05 / Measurement How do you measure journey performance? Only channel or funnel metrics Isolated CSAT/NPS at a few touchpoints Journey-level KPIs on priority journeys Stitched behavioural and experience data with journey-level targets
06 / Prioritisation How do journey findings turn into work? They rarely reach a roadmap Ad hoc — depends who is in the room Opportunities are scored and fed to teams periodically A shared opportunity backlog drives quarterly planning across functions
07 / Governance Is there a rhythm for reviewing journeys? No cadence of any kind Annual or project-triggered reviews Quarterly reviews with a core group An operating cadence with cross-functional forums and clear decision rights
08 / Tooling What tooling supports the practice? Slides, whiteboards and spreadsheets A diagramming tool used by designers only A dedicated journey management platform used by a core team A journey platform integrated with analytics, CRM and delivery tools
09 / Culture How widely is journey thinking understood? Confined to a handful of designers Design and research know it; the business does not Product, marketing and service teams engage with journeys Leadership uses journeys as a standard lens for decisions and investment
10 / Impact Can you evidence business impact from journey work? No — impact is anecdotal Some qualitative wins we can point to Documented improvements on specific journeys Journey improvements tied to revenue, cost and retention in reporting