Five areas of responsibility frame the Journey Owner role:
1. Defining the vision
Serve as the point person on the experience development team, using their high-level perspective to define goals and create a vision for development projects.
The Journey Owner are responsible for communicating with stakeholders across the board, including service line leadership, consumers, clinicians, non-clinical staff and the POD to ensure the goals are clear and the vision is aligned with business objectives.
This person will lead the work to define the customer journey, the vision for what needs to be created/delivered, and building the alignment needed amongst stakeholders.
One that vision is set, the Journey Owner will define the Experience Roadmap. This is a high-level, strategic visual summary that outlines the vision and direction for the experience offering over time. It is both a strategic guide for stakeholders to reference as well as a plan for execution.
2. Creating & Managing the Backlog
Once the vision for the experience is set (likely expressed as a service blueprint), that vision will be decomposed into two elements:
- User stories that detail the problem a user (consumer, provider) has a given point in their journey and the services/content we need to deliver at that point
- An experience backlog detailing those stories as a prioritized set of to-dos for their POD. Prioritization is likely to shift as business needs, operational complexity and impact are consistently weighed.
The point of the backlog is to ensure the POD is always focused on the highest impact, highest priority work.
3. Oversee Experience Development and Deployment
The Journey Owner will lead the development (insights, design, production/development, measurement) of new experiences/capabilities described in the backlog. This work will often involve leading internal and external specialists through a series of sprints in which materials are developed. It is the Journey Owners responsibility to ensure experiences are delivered true to their intent; and that trade-offs made in design/development are thoughtfully considered.
Fundamental to an experience-led organization is the ability to operationalize our ideas. We will not act as a traditional agency organization who hands-off concepts to someone else. Rather, we will collaborate with clinical and functional leadership across the organization to ensure concepts can be executed, create material that enable front of curtain and back of curtain staff to deliver the experience, and consult with operational leadership to ensure that the intent of a design is not lost as it goes from concept to reality.
4. Anticipate User Needs
Journey Ownership requires an obsession with understanding user (consumer, family member, provider) needs. This will require Journey Owners to:
- Collaborate with research and analytics partners to identify relevant personas and prioritize needs
- Assess design concepts with internal and external stakeholders
- Listen to internal and external voices to refine ideas, change directions, challenge conventions
- Incorporate the voice of the consumer (or end user) as we assess the effectiveness of innovations
- Anticipate new forms of innovation needed by the end user or the clinical area
5. Manage Stakeholders
We work in a complex ecosystem in which multiple service lines and functional areas influence what a user ultimately experiences. The Journey Owner will serve as the PODs primary liaison to our service line leaders. The Journey Owner will also collaborate with other functional leaders (e.g., IT, Operations) to define requirements, understand operational implications and plan the execution/delivery of innovations. While the Journey Owner may not be directly responsible for some of these conversations, he/she will be responsible for defining a process driven by urgency, efficiency and most importantly, user-centricity.
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