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3 Most Common Roadblocks in Customer Journey Transformation

Written by Joe Cooper, Manager, Professional Services

September 09, 2021

You understand the steps to lead your organization on the road of Journey Intelligence and customer-centricity, and you are ready to get started. But what’s the “journey” to journey transformation really like?

This article will provide guidance on overcoming the three biggest challenges that come with enacting transformation.

1. Turf Battles

Like most organizations, you probably work in silos. Channel owners are focused on how customers interact with their part of the business, often not aware or concerned with the experience customers have when using other channels. Metrics and data used to calculate journey scores are disconnected and defined differently across channels, and other key players do not have access to this intelligence. Asking different parts of the business to change the way they view their data, and asking them to share their data, can lead to pushback and frustration from the different teams. 

But what are some easy ways to overcome these challenges and eliminate the data silos that are limiting valuable engagement and information-sharing with other critical departments?

One way to do this is to find common ground in the metrics they already trust with those from other teams.  Then try to speak their language and highlight the benefit of the additional data sources now available for them to measure success. As a champion of Journey Intelligence, give them the tools to manage their own part of the business using a universal set of metrics, and help them perceive your team as their partners who are trying to make their jobs easier and make them look good.

2. Implementation Struggles

Change is hard, especially when you are competing for resources to get your initiatives implemented. Digital teams are replete with SMEs whose job is to identify issues and make improvements to your digital platforms. As in most organizations, they almost certainly have an extensive backlog of changes they are planning on implementing.

While working through your journey analytics, you discover an issue with the digital process that’s driving a higher volume of calls.  How do get an already busy digital team to shift focus and prioritize this painful customer experience?

It’s important to understand that digital teams often don’t consider the impact of their platforms on other interaction channels. As such, they may not identify flaws in a digital process that leads to downstream effort, so recommending changes to their design requires care.  For this you must be able to quantify the impact of the issue you’ve identified, both to the customer experience and more persuasively, the cost to the business. Not only that, but you must replicate the issue and explain why it’s creating problems for your customers.

Engage the digital SMEs as partners in the improvement process, respecting their technical expertise and listening to their suggestions on the most effective way to fix the issue. It must be a team win.

The same principle applies when suggesting changes to any consumer-facing part of the business. It doesn’t matter how thorough your analysis is, how clear the impact to the customer experience is, or how high of a priority you think the change should be. You will benefit from acknowledging that even though everyone is striving towards the same organizational goals, some teams are using a different set of tools to get there.

3. The pace of business

Transformation of any kind takes time and patience, and customer journey transformation is no different.  In today’s fast pace world, keeping resources focused on journey transformation requires constant diligence.

One week leadership is keenly focused on improving customers’ digital experience and increasing adoption, then changes in the marketplace create the need to shift focus to reducing operating costs or increasing revenue. But then a new leader joins the organization and directs focus on drivers of low NPS, and so on…

Middle management tends to focus their team’s time and energy on the latest initiative being preached from the top, so the volatility in the messaging they receive can create real challenges to stay on course as you work to create a customer-focused foundation.

The key to keeping these changing winds all blowing in the same direction is understanding that many of the shifting goals of the business can all be achieved with a customer journey focus.

Providing an effortless experience for customers in their channel of preference naturally leads to higher rates of digital containment, fewer costly agent contacts, higher NPS, and increased revenue driven by greater loyalty.  Focusing on reducing friction for your customers across channels drives the outcomes the business wants and needs.

To summarize, journey transformation comes with challenges that can feel like immovable roadblocks at times, but they can be overcome with the right perspective and care for the needs of all stakeholders affected.

Challenges like these are common and difficult, but that’s why partnering with a journey consultant can be so valuable. Keep up and continue to work towards your goals through clear communication and collaboration. The result of your patience and persistence is a journey focused, customer-centric organization that is nimble, dynamic, and optimizes the relationship with your customers.


Transformation of any kind takes time and patience, but the results of your persistence and hard work will bring a wealth of value for your organization.

About the Author

Joe Cooper

Joe Cooper

Manager, Professional Services

As an Analytic Consulting Manager with BryterCX, Joe leads client engagements in the Banking & Financial Services industry. With over a decade of experience in helping clients improve their customers’ experiences, Joe identifies pain points along customer journeys to decrease costs and improve customer satisfaction and loyalty, and guides his clients as they build customer-centric journey analytics programs. A Florida native, Joe graduated from the University of Florida with a Master’s Degree in Mathematics and is a Certified Six Sigma Green Belt (CSSGB).


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