Journey Discovery & Definition

The Purpose of Discovery

Journey Discovery establishes the foundation for all subsequent work. This phase identifies what journeys exist, structures them into a navigable framework, and creates shared language for discussing user experiences across the organization.

The goal is not perfect completeness—it's creating a working model that can evolve. You're building a map of the territory that will be refined through ongoing research and measurement.

Step 1: Establish the Macro Needs Framework

Begin by defining the fundamental human dimensions relevant to your domain. This framework provides a lens for understanding what people seek and the intent behind their behaviors.

Defining Macro Needs

Macro Needs are high-level human requirements that transcend specific services or features. They represent universal aspects of human experience.

Example Macro Needs Framework:

1. Physical — Bodily health, safety, and wellness

2. Mental — Psychological health, clarity, and cognitive function

3. Emotional — Emotional wellbeing, expression, and regulation

4. Social — Connection, belonging, and relationships

5. Financial — Economic security and resource management

6. Occupational — Work satisfaction and professional development

7. Environmental — Physical surroundings and living conditions

8. Intellectual — Learning, growth, and mental stimulation

9. Spiritual — Meaning, purpose, and values alignment

10. Digital — Technology access and digital capability

Adapt this framework to your specific context. In some domains, certain dimensions matter more than others.

How to Use Macro Needs

This framework serves two purposes:

1. Organizing journeys into logical groupings that make sense to users

2. Understanding intent behind user behaviors and decisions

When users engage with your services, they're typically trying to address needs in one or more of these dimensions. Keeping this perspective helps maintain solution-agnostic thinking.

Step 2: Brainstorm Potential Journeys

With Macro Needs as context, identify all possible journeys users might undertake.

Collaborative Brainstorming

Convene cross-functional stakeholders including:

1. Service designers and researchers

2. Product managers and owners

3. Operations and customer service staff

4. Subject matter experts

5. Front-line team members who interact with users

Brainstorming Prompts

For each Macro Need, ask:

1. What goals or outcomes do users seek related to this need?

2. What triggers cause users to engage with our services?

3. What situations create the need for our offerings?

4. What problems are users trying to solve?

5. What aspirations or desired states are they pursuing?

Encourage expansive thinking—quantity over quality at this stage. Capture every possibility without filtering.

Step 3: Frame Journeys Using Jobs to Be Done

Transform brainstormed ideas into structured journey statements using the Jobs to Be Done (JTBD) framework.

JTBD Structure

Frame each journey as: "I want to [accomplish goal/job]"

This format keeps journeys solution-agnostic—focused on user intent, not your current service implementation.

Examples of JTBD Journey Framing:

1. "I want to resolve my financial issue"

2. "I want to learn a new skill"

3. "I want to find reliable information about [topic]"

4. "I want to connect with others who share my interest"

5. "I want to manage my ongoing commitment"

6. "I want to recover from a health issue"

What Makes Good JTBD Framing

Effective journey statements are:

Solution-agnostic: No reference to specific features, products, or channels User-centric: Written from user perspective, not organization's Goal-oriented: Focused on desired outcome, not activities Right Level of jobs: Neither too broad ("live a good life") nor too narrow ("click the button")

Step 4: Structure into Value Chains

With 40-60+ journey statements, you need organizing structure for navigation and prioritization.

Creating Value Chains

Value Chains are high-level phases of the overall user experience that group related journeys.

Example Value Chain Structure:

Before (Access)

Journeys related to discovering, evaluating, and initiating engagement

During (Core Experience)

Journeys related to primary service delivery and goal accomplishment

After (Ongoing)

Journeys related to follow-up, management, and sustained engagement

Alternative Value Chain Models

The "Before-During-After" model works for many contexts, but adapt to your reality:

Awareness → Consideration → Purchase → Usage → Advocacy (Consumer products)

Discover → Evaluate → Implement → Optimize → Expand (B2B services)

Prevention → Intervention → Treatment → Recovery → Maintenance (Support services)

Discover → Get Care → Measure → Prevent (Healthcare)

Buy & Sell → Move & Protect → Remortgage & Renegotiate (Home management)

Choose a model that resonates with how users experience your domain.

Mapping Journeys to Value Chains

Place each journey statement into the appropriate Value Chain phase. Some journeys may span multiple phases—place them in the primary phase.

Step 5: Refine and Consolidate

With journeys organized, refine the list to manageable scope.

Consolidation Criteria

Look for:

Duplicates: Different phrasings of the same underlying journey Overlaps: Journeys that could be merged without losing meaningful distinction Sub-journeys: Smaller journeys that are actually steps within larger ones

Appropriate Granularity

Aim for journeys that are:

1. Meaningful to users as distinct goals

2. Measurable as complete paths

3. Actionable for design and improvement

4. Neither too atomic nor too vast

Target 30-50 journeys across all Value Chains. This provides comprehensive coverage while remaining manageable.

Step 6: Create the Journey Management System

Document your journey framework in a centralized, accessible system.

Journey Inventory Requirements

Your system should capture for each journey:

Basic Information

1. Journey name (JTBD format)

2. Value Chain classification

3. Related Macro Need(s)

4. Brief description

Status Tracking

1. Current health status / Is the journey so bad or does the journey have only a few pain points?

2. Priority level

3. Owner or responsible team

4. Key Related Metrics & KPIs (Deep dive in chapter 5)

Linking Structure

1. Related journeys (dependencies, sequences)

2. Connected research and insights

3. Associated opportunities

4. Linked solutions or initiatives

Maps Repository deep dive

5. Job to be done map (Solution agnostic Mental Model)

6. User journey (delivered experience with an outside-in point of view)

7. Service Blueprint (how the service is delivered with an inside-out point of view)

8. North Star journey (How the future could be)

Tool Recommendations

Effective options include:

1. Notion or Confluence: Flexible databases with good linking and collaboration

2. Airtable: Structured database with views and filtering

3. Specialized tools: TheyDo, Smaply, or similar journey management platforms

Choose based on your organization's existing tools and team preferences. The best system is one people will actually use.

Success Criteria for This Chapter

After completing Journey Discovery, you should have:

• Defined Macro Needs framework adapted to your context

• Complete inventory of 30-50 journeys framed as Jobs to Be Done

• Journeys organized into logical Value Chain structure

• Centralized journey management system accessible to stakeholders

• Shared language for discussing user experiences across teams

Common Pitfalls to Avoid

Over-specifying too early: Don't try to detail every journey before measuring and prioritizing

Feature contamination: Ensure journey statements remain solution-agnostic, not describing current implementation

Analysis paralysis: Don't delay progress seeking perfect taxonomy—iterate and refine over time

Lack of stakeholder input: Journey framework must reflect diverse perspectives, not just design team view

Orphaned inventory: Journey list must be living system, not static document that gets forgotten