Understanding and improving the customer experience is essential for businesses in today’s competitive landscape. However, this can be challenging, as customer journeys typically involve interactions across multiple departments. This is where a cross-functional approach is key.


How can organisations overcome this challenge?


It’s not about detailed process mapping of the inner workings and mechanics of a particular function. The focus is on the touchpoints that the customer has, and those moments of truth where their experience is defined.

It’s essential that this is mapped as the customer experiences the organisation, as identifying and visualising all the interactions a customer has, both online and offline, enables an accurate map of the end-to-end customer journey to be created.


“If you understand those journeys, map out the touchpoints, and define the moments of truth, you can start to understand what your customers expect.” – Gary Timlin, Director Cross 8.


So, how do you define those moments of truth?

Moments of truth are the key moments in a customer’s journey when they form a lasting impression of a company. These moments can happen at any point in the journey, from the first time they learn about the company to after they’ve bought something from them.

When a customer has a positive experience during a moment of truth, they’re more likely to become a loyal customer. But if they have a negative experience, they’re more likely to go to the competition. This sounds simple; however, it is not always easy to understand a customer’s moment of truth, and you cannot presume to know what they are.

The best way to define these moments is using data gained through “voice of the customer” analysis. Collecting and analysing customer feedback helps organisations understand their customer’s needs, wants, and pain points.

So, once you understand the journeys, you understand the moments of truth, then you need to understand how you monitor and then continue to improve those journeys.

Here are Cross 8’s four essential elements to continuously improve customer journeys:


executive sponsorship  

Customer journeys should be owned at the executive level, with governance forums in place to monitor performance and hold journey owners accountable. It is essential that they report the performance of the end-to-end journey, not just their particular department. This ensures that customer journey improvement is a priority for the entire organisation.

inclusive customer design

Don’t forget that not all customers are the same, it’s important to consider the needs of everyone, including vulnerable customers and those who are not comfortable with digital technology. You don’t need multiple versions of your customer journey, but you do need to understand the types of customers and how they might be impacted differently as they go through the journey and make sure it’s fit for purpose.

clear metrics

There should be clear metrics in place to measure the performance of customer journeys, including customer satisfaction, complaints, and leading and lagging indicators. This is key to track progress and identify areas that need more focus.  

customer-centric culture

The organisation should have a culture that values customer experience and gives customer journey owners the space at an executive level to seek the support they need to make improvements. Teams that can affect change should have the resources they need to improve customer journeys and processes.



By mapping out the customer journey, identifying the moments of truth, and working together as an organisation to improve them, businesses can create a more consistent and positive customer experience across all touchpoints.

To find out more about Customer Journey Mapping watch our webinar, “Putting the Customer at the Heart of your Organisation: A Deep Dive into Customer Journeys.”