B2B Buyer Journey Map
A b2b buyer journey map maps the stages a B2B buyer (buying group) moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
Workflows, operating procedures, value streams and customer journeys — process designed and mapped end to end.
A b2b buyer journey map maps the stages a B2B buyer (buying group) moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A b2c customer journey map maps the stages a consumer moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A employee journey map maps the stages an employee moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A customer onboarding journey map maps the stages a new customer moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A patient journey map maps the stages a patient moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A citizen / public-service journey map maps the stages a citizen moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A product user onboarding journey map maps the stages a new product user moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A member / donor journey map maps the stages a member or donor moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A partner / reseller journey map maps the stages a channel partner moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A renewal & retention journey map maps the stages an existing customer at renewal moves through with their actions, thoughts, emotions, touchpoints and pain points, exposing moments to improve.
A service blueprint for a retail store visit maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for a contact-center interaction maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for an on-site service visit maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for a digital self-service session maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for a healthcare visit maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for a hotel check-in maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for a bank account opening maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A service blueprint for a SaaS support request maps the customer actions alongside frontstage (visible) and backstage (behind-the-scenes) activities and support processes, exposing where service breaks.
A enterprise business capability map lays out the capabilities an enterprise must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A finance capability map lays out the capabilities the finance function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A hr capability map lays out the capabilities the HR function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A supply chain capability map lays out the capabilities the supply chain function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A marketing capability map lays out the capabilities the marketing function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A technology capability map lays out the capabilities the technology function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A sales capability map lays out the capabilities the sales function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A data & analytics capability map lays out the capabilities the data & analytics function must have, grouped by domain, as a stable backbone for strategy, investment and architecture.
A value stream map for a manufacturing flow shows the material and information flow with process, lead and cycle times, exposing waste and bottlenecks.
A value stream map for order-to-delivery fulfilment shows the material and information flow with process, lead and cycle times, exposing waste and bottlenecks.
A value stream map for idea-to-deploy software delivery shows the material and information flow with process, lead and cycle times, exposing waste and bottlenecks.
A value stream map for requisition-to-receipt procurement shows the material and information flow with process, lead and cycle times, exposing waste and bottlenecks.
A value stream map for requisition-to-hire recruiting shows the material and information flow with process, lead and cycle times, exposing waste and bottlenecks.
A value stream map for claim-to-settlement processing shows the material and information flow with process, lead and cycle times, exposing waste and bottlenecks.
A C4 Level-1 system context diagram shows the system, its users, and the external systems it interacts with, at the highest altitude.
An application landscape map inventories applications by capability/domain with their status and relationships, exposing redundancy and gaps.
An integration/interface map shows systems and the interfaces between them — protocols, direction, and data — exposing point-to-point sprawl.
A data flow diagram shows how data moves between processes, data stores and external entities, exposing data dependencies and controls.
A conceptual data model map shows the key business entities and their relationships, independent of technology, as a shared data language.
A technology reference architecture map lays out the standard technology building blocks by layer (presentation, application, data, integration, infrastructure, security).
A cloud landing zone map shows the foundational cloud structure — accounts/subscriptions, networking, identity, security and guardrails — for safe scaling.
An API ecosystem map shows the APIs a business exposes and consumes, their domains, consumers and lifecycle, as the backbone of integration and platform strategy.
A security architecture map shows security controls across layers and trust zones — identity, network, data, application and monitoring — exposing gaps.
A target operating model map shows how the organisation will deliver its strategy across process, organisation, locations, information, suppliers and management.
An organization design map shows structure, reporting lines, spans and layers, and accountability, supporting org decisions.
A stakeholder power-interest map plots stakeholders by influence and stake to guide engagement, managed discreetly.
A value network/ecosystem map shows the actors that create and exchange value around the business — customers, suppliers, partners, complementors — and the flows between them.
A partner ecosystem map categorises partners by type and role (resellers, ISVs, SIs, alliances) and their contribution, guiding partner strategy.
A decision rights map applies RAPID (Recommend, Agree, Perform, Input, Decide) to clarify who plays which role for key decisions, removing ambiguity.
A SIPOC map summarises a process as Suppliers, Inputs, Process, Outputs and Customers on one page, scoping it before deep analysis.
A process landscape map lays out an organisation's processes by category (operating + management/support) as a single hierarchy, often anchored to the APQC PCF.
An empathy map captures what a user says, thinks, does and feels (plus pains and gains) to build shared understanding of them.
An information architecture map (sitemap) shows the structure and hierarchy of content/screens, supporting navigation and findability.
A wireflow combines wireframes with flow arrows to show screens and the transitions between them, capturing interaction design.
A customer persona map profiles a target customer archetype — goals, behaviours, needs, frustrations and context — to align teams on who they serve.
A service touchpoint heatmap rates each customer touchpoint by importance and performance with colour, exposing where to invest in the experience.
A concept/mind map organises ideas radially around a central topic, showing relationships and hierarchy for brainstorming and synthesis.
A runbook for the month-end close — the tasks, owners, dependencies and cadence to close the books accurately and on time.
A playbook for the FP&A operating rhythm — annual plan, quarterly re-forecast, monthly review and variance analysis.
A playbook for treasury operations — cash positioning, forecasting, payments and risk, run on a daily rhythm.
A playbook for billing operations — invoice generation, accuracy, dispute handling and collections handoff.
A playbook for procurement operations — intake, sourcing, PO management, supplier performance and savings tracking.
A playbook for revenue recognition operations — contract review, performance obligations, recognition schedules and close, compliant with IFRS 15/ASC 606.
A playbook for revenue operations — aligning marketing, sales and customer success around one revenue process, data and tech stack.
A playbook for sales operations — territory and quota, pipeline hygiene, forecasting, and enablement support.
A playbook for marketing operations — campaign workflow, martech, data/attribution and performance reporting.
A playbook for the pipeline and forecast cadence — deal inspection, stage discipline, and a roll-up forecast with commit/best-case/upside.
A playbook for the deal desk — non-standard deal review, pricing/discount approval, and quote-to-contract support.
A playbook for lead management — capture, scoring, routing, SLA-bound follow-up and recycling.
A playbook for customer success operations — health scoring, lifecycle plays, renewals/expansion and escalation.
A playbook for people operations — HR service delivery, employee lifecycle, policies and HR data.
A playbook for onboarding operations — pre-boarding, Day-1, enablement and 30/60/90 tracking across functions.
A playbook for the performance and calibration operation — goal cycles, reviews, calibration sessions and outcomes.
A playbook for the compensation cycle operation — budgeting, benchmarking, manager recommendations, calibration and communication.
A playbook for workforce planning operations — demand/supply modelling, headcount governance, and hiring/skilling execution against budget.
A runbook for IT service management operations — incident, request, problem and change run together to a service cadence.
A runbook for on-call and incident response — rotations, paging, severity, escalation and postmortems.
A playbook for the change advisory board — change intake, risk assessment, approval and scheduling, balancing speed and stability.
A playbook for release management — release planning, build/test gates, deployment and verification across environments.
A playbook for site reliability engineering — SLOs/error budgets, toil reduction, reliability reviews and capacity.
A playbook for security operations — monitoring/detection, triage, response and threat intel, run by the SOC.
A playbook for vulnerability and patch operations — scanning, risk-based prioritisation, patch cycles and verification.
A playbook for DataOps — pipeline delivery, data quality, observability and incident response for data.
A playbook for MLOps — model lifecycle, deployment, monitoring (drift), and governance of models in production.
A playbook for FinOps — cloud cost visibility, optimisation and accountability across inform, optimise and operate phases.
A playbook for legal operations — intake/triage, matter and contract management, outside-counsel and spend.
A playbook for contract operations — request, drafting from templates, approval/signature and obligation/renewal management.
A playbook for compliance operations — obligations management, controls monitoring, training/attestation and issue management.
A playbook for internal audit operations — risk-based audit planning, fieldwork, reporting and follow-up, aligned to IIA standards.
A playbook for enterprise risk management operations — risk identification, assessment, treatment, monitoring and reporting, aligned to COSO ERM/ISO 31000.
A playbook for the vendor management office — vendor onboarding, performance, risk and renewals across the vendor portfolio.
A playbook for privacy operations — data mapping, DSAR handling, consent, DPIAs and breach response, aligned to GDPR/CCPA.
A playbook for the PMO operating model — intake, prioritisation, delivery governance and reporting across the portfolio.
A playbook for agile delivery operations — backlog, sprints/flow, ceremonies and metrics across teams.
A playbook for portfolio governance — investment prioritisation, capacity allocation, stage-gate decisions and value tracking.
A playbook for benefits realization operations — benefit identification, baselining, tracking and review so initiatives deliver measurable value.
A playbook for quality management operations — quality planning, control, assurance and improvement, aligned to ISO 9001.
A playbook for continuous improvement operations — idea capture, kaizen events, A3 problem-solving and gains tracking.
A playbook for the company operating rhythm — the cadence of reviews (daily to annual), their purpose, inputs and decisions, so the management system runs as one.
A playbook for the OKR operating system — objective setting, alignment, check-ins and grading across the company.
A playbook for board and leadership reporting — the reporting calendar, pack standards, metrics and decision framing.
A playbook for crisis management and communications — activation, command, response coordination, stakeholder comms and recovery.
The end-to-end order-to-cash process from customer/credit setup through order, fulfilment, invoicing, cash application and collections.
The end-to-end procure-to-pay process from requisition and approval through PO, goods receipt, invoice match and payment.
The financial close from sub-ledger close through accruals, reconciliations, consolidation and reporting to sign-off.
The AP process from invoice capture and coding through matching, approval, payment and reconciliation.
The AR process from invoice issuance through aging, dunning, dispute management, cash application and write-off.
The fixed-asset lifecycle from acquisition and capitalisation through tagging, depreciation, transfer, impairment and disposal.
The T&E process from request and booking through spend, claim, approval, audit and reimbursement.
The payroll process from time/data collection through calculation, review, approval, payment and statutory postings.
The treasury process from cash positioning and forecasting through funding/investment, payments and bank reconciliation.
The FP&A planning process from guidelines and driver inputs through build, challenge, consolidation and approval.
The intercompany process from transaction capture through matching, netting/settlement, elimination and reconciliation.
The tax compliance process from data gathering through calculation, review, filing, payment and audit support.
The plan-to-produce process from demand signal through master planning, MRP, production order, execution and confirmation.
The strategic sourcing process from need and sourcing strategy through RFx, evaluation, negotiation and contract.
The demand-planning process from data and statistical forecasting through market intelligence, consensus and publication.
The monthly S&OP cycle from product and demand review through supply review, pre-S&OP and executive S&OP to a single balanced plan.
The inventory process from policy/segmentation through replenishment, cycle counting, adjustment and obsolescence management.
The inbound process from advance ship notice through receiving, inspection, putaway and stock update.
The outbound fulfilment process from order release through picking, packing, staging and shipping/confirmation.
The returns process from RMA through return receipt, disposition, refund/credit and restock/scrap.
The scheduling process from order pool through sequencing, capacity loading, dispatch and monitoring.
The quality process from inspection planning through inspection, disposition, non-conformance/CAPA and closure.
The supplier onboarding process from request through due diligence, qualification/audit, approval and master-data setup.
The logistics process from transport planning through carrier selection, tendering, execution, tracking and freight audit.
The spare-parts/MRO process from criticality classification through stocking policy, requisition, issue and replenishment.
The MPS process from demand and constraints through schedule build, rough-cut capacity check, approval and release.
The recruiting process from requisition through sourcing, screening, interviewing, offer and pre-boarding.
The onboarding process from pre-start setup through Day 1, first-week enablement, and 30/60/90-day goals.
The offboarding process from notice through knowledge transfer, access revocation, final pay, exit interview and asset return.
The performance cycle from goal setting through self/manager review, calibration and outcomes.
The comp-review process from budget and benchmarks through manager recommendations, calibration, approval and communication.
The L&D process from needs analysis through design/curate, deliver, and evaluate.
The leave process from request through approval, coverage, tracking and return.
The promotion/mobility process from nomination through calibration, approval, and transition.
The workforce-planning process from demand and supply analysis through gap analysis, plan and monitoring.
The employee-relations process from intake through investigation, resolution, decision and follow-up.
The demand process from lead capture through qualification, routing, and conversion to opportunity.
The quote-to-cash process from configure-price-quote through approval, order, fulfilment, invoice and payment.
The contract lifecycle from request through drafting, negotiation, approval, signature, and obligation/renewal management.
The campaign process from brief through plan, build, review/approve, launch and measure.
The content process from ideation through brief, draft, review/approve, publish and repurpose.
The customer-onboarding process from kickoff through setup, training, first value and adoption.
The renewal/upsell process from health review through renewal forecast, outreach, negotiation and close.
The churn/win-back process from risk detection through save play, cancellation handling, and win-back outreach.
The support process from case intake through triage, diagnosis, resolution, and closure with CSAT.
The VoC process from feedback capture through analysis, closed-loop action, and improvement.
The ITSM incident process from detection through logging, categorisation, resolution and closure, restoring service fast.
The ITSM problem process from problem identification through root-cause analysis, known-error logging and permanent fix.
The change process from request through assessment, approval (CAB), implementation and review, balancing speed and risk.
The request-fulfilment process from catalog request through approval, fulfilment and confirmation.
The release process from build through test, approval, deployment and verification, shipping changes safely.
The major-incident process from declaration through war-room mobilisation, coordinated resolution, comms and postmortem.
The identity/access process for joiners, movers and leavers — provisioning, role changes and timely deprovisioning — with least privilege.
The vulnerability process from discovery through prioritisation, remediation/patch and verification, reducing exposure.
The security incident process from detection through containment, eradication, recovery and lessons-learned, per NIST.
The data-protection process from backup policy through scheduled backups, monitoring, and tested restores.
The asset/configuration process from discovery through CMDB registration, change linkage, audit and decommission.
The SaaS procurement process from request through security/privacy review, approval, onboarding and periodic review.
The NPD process through discovery, scoping, business case, development, test and launch gates.
The intake process from idea submission through evaluation, scoring, prioritisation and portfolio decision.
The integration process from IMO setup through Day-1 readiness, synergy capture and Day-100 roadmap.
The third-party risk process from tiering through due diligence, assessment, remediation and monitoring.
The contract approval/signature process from request through review, approval routing, e-signature and storage.
The CapEx process from business case through review, approval (by authority level), funding and post-investment review.
The policy process from drafting through review/approval, publication, attestation and periodic review.
The internal-audit process from planning through fieldwork, findings, reporting and follow-up.
The compliance/whistleblower process from report intake through triage, investigation, resolution and reporting, with confidentiality and non-retaliation.
The privacy DSAR process from request intake through identity verification, data search, review/redaction and response within statutory deadlines.
The BC/DR process from disruption detection through activation, recovery execution, communication and stand-down, aligned to ISO 22301.
The records process from creation/classification through version control, retention scheduling, archival and disposition, aligned to ISO 15489.