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Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Clear out junk files and repair common Windows errorsFree Scan →To create a customer journey map, choose a specific customer group and task, gather evidence from people who have experienced it, arrange what happened into stages, and show the actions, touchpoints, needs, and friction along the way. Review the map with the teams involved, then use it to decide what to improve. The map should show the experience customers actually have—not the journey an organization hopes they have.
What a customer journey map shows
A customer journey map is a visual account of a person’s experience over time, from the point they need something to the point they stop using the service or complete their task. It can show what customers do, think, and feel as they move through interactions with an organization. GOV.UK’s experience-mapping guidance describes maps as a way to understand how a service works from the user’s perspective and where pain points occur.
Journey mapping is especially useful when an experience involves multiple steps, channels, locations, teams, or services. A customer might browse on a phone, call for help, submit documents, and wait for a decision. Each team may see only its own transaction; the map makes the whole sequence visible, including handoffs and backend dependencies that affect the customer. GOV.UK’s guide to mapping a user’s whole problem emphasizes looking beyond the boundaries of a single service.
1. Define the journey’s scope and purpose
Before collecting notes or opening a template, write down what the map covers and what decision it should help the team make. A narrow, explicit scope makes it easier to decide which evidence belongs on the map.
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- Who: Identify the customer group or type of user. If you expect different groups to have meaningfully different experiences, name them rather than treating everyone as the same person.
- What starts the journey: Specify the need, event, or task that prompts the person to act.
- Where it ends: Define the endpoint, such as receiving a service, resolving an issue, or stopping use.
- What decision the map supports: For example, finding confusing content, identifying a broken handoff, or deciding which part of a service to improve.
- Who controls each part: For journeys that cross teams or organizations, list the teams and stakeholders responsible for relevant steps, information, or systems.
Also check the shape of the experience. It may be mostly linear, repeat in a cycle, or branch into distinct routes. GOV.UK’s user journey mapping guidance and its whole-problem guide are useful references when setting boundaries across multiple services.
2. Gather evidence from people who have experienced it
Base the map on real customer experiences, not a workshop’s best guess about what customers do. Plan research around people who have recently or directly experienced the journey. If distinct user groups may encounter different steps or barriers, recruit from each group; GOV.UK’s guide to researching user experiences recommends considering different groups when planning research.
Research sessions often combine a conversation with a reconstruction of what the person did, saw, and needed at each point. GOV.UK suggests planning sessions that usually last 60 to 90 minutes depending on complexity. Treat that as a planning recommendation from the guide, not a universal session length: the right duration depends on the journey and the research goals.
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Keep findings distinct from assumptions. If a participant describes a feeling or need, capture it as evidence from that person. If the team infers a cause or emotion, label it as a hypothesis to validate rather than presenting it as a customer fact.
3. Capture events in sequence
Record the journey as a sequence of events before trying to make it look polished. GOV.UK’s experience-mapping guidance recommends event cards as a way to capture what happened and preserve material for analysis. Each event card can include:
- What happened and when it happened in the sequence.
- Who or what was involved, such as the customer, a staff member, a website, or another service.
- What the customer did.
- What the customer thought or needed, when the evidence supports recording it.
- How the customer felt or reacted, where that was expressed or observed.
- A source identifier, such as a participant code, and a link or reference to the supporting note, quote, or artifact.
Preserve participant identifiers and event order as you organize notes. That makes it possible to see both what recurs across people and where individual journeys diverge. Avoid merging similar-looking events so early that meaningful differences disappear.
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4. Find the stages without hiding different routes
Lay out the event cards in order for each participant, then compare the sequences. Line up common events, group them into broader stages, and give those stages clear names. Start with a simple structure and revise it as the evidence becomes clearer; GOV.UK’s experience-map guide recommends consolidating journeys when their stages and steps are similar, but using separate maps when they differ substantially.
Do not force every customer into a single “happy path.” If one group must complete extra checks, uses a different channel, or encounters a separate route, represent that variation. When comparing maps, check their time boundaries, user groups, channels, pain points, and involved teams or systems. The Local Government Association’s journey-mapping guidance and GOV.UK’s whole-problem guide provide further context for mapping across a wider service landscape.
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5. Build the map around steps, touchpoints, and evidence
Once the stages are clear, add the details that help answer the decision you defined. A useful map commonly includes the following:
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- Stages and steps: The sequence of activities or events within each stage.
- Touchpoints and channels: Where the customer interacts with the service, including online and offline contact.
- Needs and questions: What the person is trying to achieve or understand at each point, supported by research.
- Thoughts, feelings, and reactions: What the person said or what research supports, rather than what the team assumes.
- Friction: Confusing or duplicated content, dead ends, repeated requests for evidence, delays, or difficult handoffs.
- Dependencies: The teams, services, or backend processes that shape the experience, especially when the customer cannot see them.
- Evidence markers: Quotes, artifacts, or participant references that connect a finding to its source.
A common layout puts time and stages across the page, with activities and other information arranged in rows beneath them. That is a useful starting point, not a mandatory format. Choose a layout that makes the experience and its variations understandable to the intended audience. GOV.UK’s service-mapping guide notes that there is no single map or best template for every purpose.
6. Review the map with people who understand the service
Keep the map visible as a working draft and review it with the research team, session observers, service-delivery teams, and other colleagues who understand relevant parts of the experience. Ask whether the sequence is clear, whether evidence supports each finding, and whether any route or handoff is missing. Revise wording and placement until the map reflects the evidence accurately. This collaborative review can help teams see how their separate contributions affect the end-to-end service.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.7. Share the right level of detail and assign action
Keep a detailed version for working discussions, where the team can trace findings back to participants and evidence. For wider audiences, prepare a concise summary that foregrounds the stages and most important findings. Include only a few useful images or quotes, and make the summary readable on screen or paper without someone having to explain it. Nielsen Norman Group’s customer journey mapping guidance discusses using maps to communicate and identify opportunities for improvement.
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Turn the findings into a short list of improvements and identify which team owns each one. A map is most useful when it helps the organization decide what to change, rather than ending as a diagram that is shared once and forgotten.
Materials and format: keep the setup simple
For an in-person mapping session, a wall or large table, event cards, and differently colored sticky notes or index cards can help people arrange stages, steps, and emotional highs or lows. GOV.UK describes these as practical materials in its experience-mapping guidance; they are optional, not requirements.
Once the structure is agreed, the map can be redrawn in a graphics application and printed large enough for a team to discuss. A template may speed up setup, but it should not dictate what the map says. GOV.UK explicitly notes that there is no single best template in its service-mapping guide. Nielsen Norman Group also provides UX mapping guidance and a template resource.
Quick Recap
Common mistakes to avoid
- Mapping the organization’s process instead of the customer’s experience: Include what customers actually encounter, including offline steps and waiting periods.
- Combining dissimilar journeys: Keep separate routes or maps when differences between groups materially change the experience.
- Presenting assumptions as findings: Label hypotheses and connect research-backed observations to their source.
- Showing touchpoints but not handoffs: Include the teams, services, and backend dependencies that influence what customers experience.
- Choosing a template before defining the question: Let the scope and audience determine the format, not the other way around.
- Sharing a map without a next step: Use the findings to prioritize changes and make ownership clear.
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