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How EnBW uses Journey Management to feel the pulse of the customer

Josef Loewe, Senior Experience Manager at EnBW, shares why it’s so important to put customers at the forefront of every decision you make and how journeys play a key role in that.

Imagine you have a team that is building a product without a comprehensive understanding of what the customer experience really is. How successfully will it address a customer’s pains or a problem they’re trying to solve? According to Josef Loewe, Senior Experience Manager at EnBW, this is what’s happening in a lot of organizations and why they are not creating features and products that have real value in the lives of their customers. With his focus on implementing customer-centricity within his organization, Josef shares why it’s so important to put customers at the forefront of every decision you make and how journeys play a key role in that.

The truth about customer-centricity

Josef Loewe’s view on customer-centricity is very clear: the process of understanding your customers on a holistic level is ever-evolving. According to Josef, “If you want to have a digital DNA, you have to change the wheels while you are driving because digital business models are changing so fast. You always have to feel the pulse of the customer while they are doing it”. 

This means that you can’t just look at Google Analytics data or NPS data after the fact. It’s too late, and doesn’t actually give you an understanding of your customer. You need to see the actual customer journey, the customer experience, and be sure that the features and products you are building have real value in the lives of the customer.

"You always have to feel the pulse of the customer while they are doing it"

Josef Loewe

Senior Experience Manager at EnBW

The role of customer journeys

Josef emphasizes the need to visualize your whole portfolio in the form of customer journeys to actually know what your product is to the customer experience. At EnBW, he and his team implement service design processes to organize their product or feature backlog so that it’s orientated to the customer’s actual experience. “The customer journey is a vehicle to transport our form of structure and taxonomy in the context of product building and data categorization. It shows the whole customer lifecycle and structures our data within it”.

Josef and his team use TheyDo to structure their data. “An interview is not enough. And no one can locate the data in the right phase of the customer – it’s unstructured data. If you want to learn from data you really have to locate the right data package into the level of the customer, meaning this data was generated at this touchpoint and in this context, and build a profile around this touchpoint. You can separate the customer journey into different pieces and find the snippet that you want to optimize or change. TheyDo helps us to structure our data. It’s the only tool that has the APIs we need”.

"TheyDo helps us to structure our data. It’s the only tool with the APIs we need"

Josef Loewe

Senior Experience Manager at EnBW

Making the customer experience transparent

TheyDo also allows Josef to see the whole customer journey end-to-end, as well as the connections to it. He says, “You have the chance to think in ecosystems. You need to know which products the company has, the portfolio, what the customer experience is, and what possible ways through the product are possible.TheyDo lets you see this – which journey sequences each product has – and lets you connect this journey with another to see how it works together. This is a game changer that other tools don’t have. They don’t think in ecosystems or hierarchies”.

"TheyDo lets you see which journey sequences each product has and lets you connect this journey with another to see how it works together"

Josef Loewe

Senior Experience Manager at EnBW

The need for cultural transformation

Despite these gains, the biggest problem in moving toward customer-centricity continues to be decision-making around digital product development. Josef explains that “If you’re not customer-centered, managers will define the next goal and it will be far away from the customers’ actual needs. Managers on the highest flight level don’t have this digital product development in their DNA. They don’t think from the customer experience or the needs of the customer and set goals that the customer doesn’t benefit from. Changing the whole organizational culture to be around working to the customer orientation is an absolute must. You need a program (not just tools). You have to change rituals, dailies, and the way people and teams work together”.

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