Are journey maps just design theater?

There is no denying the popularity of journey maps. They can be gorgeously rendered and provide a great sense of accomplishment, of having done something. Stakeholders and executives consider their budget well spent when they gaze with satisfaction at a journey map.

Journey maps make great art.

Like post-it notes adorning a wall, journey maps are tools. Nothing more. And tools must be used at the right time for the right task in order to be effective. So why are are journey maps so prevalent? Consultants produce journey maps on every project because they are a deliverable in the SOW. Something tangible the aforementioned executives can use to justify their spend. Amateurs produce journey maps for every project because they don’t have the experience to discern the right tool for the situation. These two factors have lead to an over reliance on journey maps and a proliferation of maps as design theater.

Organizations are unique. Teams are unique. Situations are unique. Designers need to understand the nuance of the organization, the team, and the situation and skillfully select the tools that meet the needs of the project. Sometimes a journey map fits the need, sometimes a different way to visualize and communicate is required. I often find that a hand-rolled model or framework is more effective at driving the required change than a journey map.