A Practical Guide to Customer Journey Mapping

Despite its importance, customer journey mapping remains a mystery to many organizations. Listen as we uncover it's untapped potential, from revealing hidden customer behaviors to aligning operations across entire organizations. We’ll explore how journey mapping can inspire innovation, streamline processes and drive smarter decision-making. This episode provides real-world insights and practical guidance for businesses ready to decode the customer journey and elevate their CX strategies.

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The transcript has been edited for clarity and readability while maintaining the original content and intent of the speakers.

Lemuel Satamkar:

Hey, everyone. Welcome to Experience Better: The CX Podcast. I'm Lemuel Satamkar, Senior Product Marketing Manager at KUBRA, and I'll be your host for this episode.

So, today we are talking about something foundational to transforming the customer experience, but it's often misunderstood—customer journey mapping. What is it really? Why should businesses care? And how do you make it more than just a bunch of sticky notes on a wall?

To unpack all of that, I'm joined by someone who lives and breathes this work, Sheila Alfaro, Manager of CX Transformation here at KUBRA. She leads our clients through the deep and sometimes messy—but always insightful—process of seeing the customer experience through their eyes. Welcome to the show, Sheila.

Sheila: Thanks for having me, Lem.

What Is Customer Journey Mapping and Why Is It Important?

Lem:

Alright, as some of our listeners know, we've recorded countless episodes on the topic of CX—customer experience. It's interesting that this is the first time we're unpacking customer journey mapping, which I believe is foundational to delivering great customer experiences.

For our listeners, whether you're just getting started with CX or looking to level up your approach, this conversation is going to give you a practical, human-centered lens on how real transformation happens. So very excited to do a deep dive on this topic. Let's get started.

With that, Sheila, the first question I have for you to get the conversation going is: can you start by sharing with our listeners what's the importance of customer journey mapping when it comes to specifically transforming customer experiences?

Sheila:

Yes, of course, Lem. Customer journey mapping is such a vital piece to understanding the customer experience you are currently providing and looking to always enhance—especially as technology evolves.

I like to describe journey mapping as the blueprint for a utility that wants to transform its customer experience. It gives everyone a clear, shared picture of what customers really go through—not just what we assume they go through. It also allows you to identify pain points in your processes, any frictions in business processes or technologies, and missed opportunities.

Things you can't fix if you don't truly understand them. In short, it turns abstract goals like improving customer satisfaction into tangible, actionable steps. I like to think of journey mapping as the GPS of your customer experience. It shows where your customers are starting, the detours they're hitting, and how to get them to their destination faster and smoother. Without it, you're basically driving blind.

Lem:

 I love that analogy—connecting customer journey mapping with the GPS. That really drives the message home. And the idea that you can't fix what you don't fully understand is absolutely true, and it's so often overlooked.

In most cases, what we've noticed is that teams assume they understand their customers' journeys, but in reality it's often full of surprises. And in some cases, you can definitely take a wrong turn. OK, I know I'm taking the GPS analogy a bit too far here, but what I'm curious about is this:

A lot of companies say they do journey mapping, but it's often those half-day workshops with a bunch of sticky notes on a whiteboard and pizza. At KUBRA, your team takes it a lot deeper than that. So can you briefly describe what's KUBRA's approach to customer journey mapping?

How KUBRA’s Approach to Journey Mapping Goes Beyond Sticky Notes

Sheila:

Absolutely. Our approach starts with what we call a discovery phase, where we dig into the client's current challenges and pain points. This helps us align the goals and scope of the journey mapping effort.

From there, we usually hold an on-site workshop where we identify key customer journeys and personas. But it's not just about analyzing reports and data points—you have to walk in the customer's shoes. I believe we have to do whatever it takes to really feel the pain points they might be experiencing.

That's how you uncover friction points that often go unnoticed inside the organization. Our approach typically includes exploring alternate journey scenarios and edge cases, in-person CSR shadowing to capture frontline realities, employee interviews and workshops to understand internal perspectives, and CX evidence gathering. That evidence usually includes IVR data, website behavior, survey results, call logs, and social media insights like Google reviews to capture unfiltered feedback.

That mix of data and empathy helps us document the journey fully and reveal pain points the business may not even be aware of. And that's where the real opportunity for transformation lies, Lem.

Lem:

That's such a powerful mix. We often just look at data without thinking about being empathetic toward the customer. It's very easy to rely only on the data and dashboards, but seeking out that anecdotal feedback can make such a big difference in what you can uncover.

So with that in mind, what kinds of data are most helpful to you when you're trying to map out these journeys?

How to Turn Journey Mapping Insights Into Actionable Results

Sheila:

Honestly, Lem, I think this completely depends on the journey we're looking to understand. We recently worked with a utility client who wanted to know why their call volume was consistently high, especially when they had multiple self-service options available for their customers.

In this case, to get a clear picture, we brought in their IVR data to understand the call reasons, customer profile information to identify who was calling, and we even layered it with some demographic data. But data isn't just about dashboards and reports.

We also job-shadowed some call center reps to capture the customer experience from the CSR’s perspective. We walked through the IVR and My Account portal as if we were customers. And lastly, we reviewed survey responses and customer feedback.

That combination of quantitative and qualitative data helped us map the journey more accurately and uncover why customers were reaching for the phone instead of self-serving.

Lem:

I'm struck by the depth that your team goes to—especially things like CSR shadowing. You might assume that getting second-hand information or looking only at secondary data would give you the insights you need, but it seems like your team takes it a step further by truly gathering primary research and data points to make an informed decision on behalf of our clients, and in this case, make a strong recommendation.

So, OK—you've collected all of this data. Now walk me through what's next. You've uncovered the insights, you've mapped the journey. So now, how do businesses ensure that the insights from this journey mapping translate into something actionable that can drive improvements in the long run?

Sheila:

 That's a great question, Lem. Journey mapping is only really valuable if it leads to action, and that takes real intention.

The first piece is making sure you have cross-functional involvement from the very beginning. When teams within the organization—such as Operations, IT, Marketing, and the Contact Center—are all part of the process, they start to see the customer experience as something they each own. That shared ownership makes it much more likely that insights will actually turn into change.

The second piece is prioritization. Journey maps can surface dozens of issues, but not everything carries the same weight. You want to focus on the things that will have the biggest impact—reducing friction, improving satisfaction, or cutting costs. And if you can tackle something that does all three, that's where the real transformation happens, Lem.

Lem:

So Sheila, you've mentioned cross-functional involvement, and for listeners out there who don't know, as a Product Marketer I have firsthand experience in knowing how difficult it is to get cross-functional teams aligned on a single vision.

I want to do a bit of a deep dive into just that piece—getting cross-functional alignment. So with that said, how do you get teams aligned on prioritization? And isn’t there usually some tug-of-war about what's considered more important?

Aligning Cross-Functional Teams Around the Customer Journey

Sheila:

 Yeah, it's funny you ask that, Lem. It definitely is not an easy task. Prioritization can absolutely feel like a tug-of-war, especially when different teams have different metrics and goals, which is typically the reality, right? In my experience, the breakthrough happens when you help the non-customer-facing teams…

Lem:

 Right. Yeah.

Sheila:

…see exactly where their piece of the experience shows up in the journey—whether it's IT enabling login flows, Billing driving messaging clarity, or even Operations shaping turnaround times. Everyone plays a role.

When teams can literally see themselves on the journey map—where their processes cause friction, or where they have an opportunity to create a better experience—the conversation shifts. It becomes less about whose issue is more important and more about where we can have the biggest impact together.

And when that shift happens, Lem, that's my favorite part, because you get to see the organization rally together, showcase the value each team brings, and ultimately deliver an experience that makes customers feel truly cared for.

Now let's talk about prioritization. For one of our clients, the final deliverable included a matrix of recommendations showing high impact/high effort and low impact/low effort items. That helped them quickly spot the low-hanging fruit and take fast action.

And finally, you have to make sure there's an owner assigned. Every insight should have a clear next step and someone accountable for driving it forward. Without that follow-through, journey maps risk becoming just another workshop deliverable instead of a real driver of transformation—sort of like you mentioned in the beginning, the sticky notes on the wall. That's what we don’t want to be left behind.

Lem:

I love the idea of assigning owners, Sheila, and thank you for sharing that. Using an impact matrix is a really smart way to make sure that all the insights gathered from these exercises stick. But even with the best plan, transformation doesn't happen without the right people behind it.

Why Leadership and Company Culture Drive CX Transformation

So what role do you see leadership and culture playing in making these changes sustainable in the long run?

Sheila:

In my experience, Lem, leadership and culture are everything when it comes to sustaining CX transformation. You can have the best journey maps, the best technology, and the best intentions, but without leadership buy-in, it won’t stick.

Leaders set the tone, the priorities, and the pace. When they model customer-centric thinking and hold teams accountable, CX becomes part of the organization's DNA—not just a project. Does that make sense?

Lem:

Yeah, it does.

Sheila:

And culture matters just as much. A culture that encourages curiosity, collaboration, and continuous improvement will naturally evolve with the customer. But if the culture is siloed or change-resistant, even the best CX strategies will stall.

So at the end of the day, Lem, CX transformation isn't just about tools—it's about a mindset. And that's where our leaders come in. It starts at the top.

Lem:

 You're so right. Mindset is everything, and the tone that leaders set in an organization trickles down to the entire staff. What really stood out is how you connected leadership behavior with cultural change and how that impacts the customer journey.

When leaders model that customer-first mentality, it can become contagious. So do you have any examples of other companies that are leaders in this practice of customer journey mapping?

Real-World Example: JetBlue’s “Last 2%” Approach to CX

Sheila:

 Yes, I do. One of my favorite examples is JetBlue Airlines. They had this idea called the “last 2%,” and I've personally felt it as a customer. For me, it showed up in these small but powerful moments.

On one flight recently, a flight attendant came up to me. And when I tell you, Lem, I immediately thought, “Oh no, am I in the wrong seat? Is my carry-on too big? Does my bag stick out too much?”—all those little things you worry about. But instead, she just smiled and thanked me for being a Mosaic member, totally catching me off guard.

Lem:

Yeah, tell me about it.

Sheila:

 Then, on another flight—because I love JetBlue— the crew actually gave me a handwritten card signed by everyone, just to say thank you and let me know they were available if I needed anything.

Those little touches weren’t about promotions or policies. They were about making me feel seen and valued. That’s what the “last 2%” is all about—the finishing details in the journey that stick with you and build real loyalty.

Obviously, that’s why I’m loyal to JetBlue. They believe that last 2% of effort can return 200% of perceived value for their customers, because people tend to remember the finishing touches most. That’s exactly what I experienced. Isn’t that great?

Lem:

Wow. That is such a strong example, and it shows that organizations don’t always need big budgets to drive transformational changes. Sometimes it just boils down to those small acts of service that can really make a customer feel appreciated and seen, right?

Sheila:

Mm-hmm. Yep, I completely agree, Lem. In the utility space, it might be as simple as a proactive message before a planned outage or a follow-up text after a service request. Those things seem small, but they build trust and show customers you're thinking about them—not just about your process.

And journey mapping helps you find those moments. Not just the pain points, but the opportunities to create connection. And often it's that last 2% that leaves the biggest impression.

Lem:

Sheila, this has been such a rich conversation. We've talked about the process, the data, and those small but powerful moments that can build true customer trust.

So if you're an executive listening in right now, juggling budgets, regulatory pressures, and aging systems, you might be thinking: is journey mapping really worth the time and investment? So Sheila, with that said, let me ask you this to wrap things up. How would you make the case for journey mapping to someone in that seat?

Making the Business Case for Customer Journey Mapping

Sheila:

 Lem, I would tell them a journey map is really powerful because it lets you see the path your customers take—not just from your company's point of view, but through their eyes. When you do that, you can spot the pain points, the moments of confusion, and those areas where customer expectations just aren't being met.

It also shines a light on opportunities—whether that's reducing friction, improving communication, streamlining business processes, or enhancing self-service tools. And the real outcome? Utilities can deliver a smoother, more human experience that leads to happier customers, fewer calls into the Contact Center, and ultimately, stronger trust.

Lem:

Sheila, thank you so much for joining us today. Your insights into journey mapping, especially that blend of data and empathy, really bring this work to life. So for our listeners, if you're thinking about how to move your CX strategy from vision to reality, journey mapping is a great place to start.

And if you'd like to learn more about how KUBRA partners with our clients on CX transformation, check out our website or reach out—we’d love to connect. Thanks again for tuning into Experience Better: The CX Podcast, and be sure to subscribe, share, and join us next time.

Sheila:

 Thanks, Lem, for the great conversation.

Lem:

 Thanks for joining us, Sheila. We'll see you soon. Goodbye.

Sheila:

 Thank you. Bye-bye.