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Evaluating your channels in this way creates the opportunity to rethink the relationship of the individual channels and how they may work together. You can readdress how they are defined or what each channel’s role could be in a customer’s end-to-end experience. At a minimum, you will shift your vantage point from channels as destinations to channels as moment enablers. This conceptual foundation is an important first step in changing the channel-centric mindset.

As discussed, this mindset creates barriers—both conceptual and organizational—that make defining and designing good end-to-end experiences difficult. Changing how your institution organizes people around channels and functions (rather than customers and journeys) is a long game. However, as shown in Figure 1.8, you can begin engaging your colleagues immediately by turning your world 90 degrees and looking at it from a customer’s perspective.

FIGURE 1.8 The framework on the bottom positions channels as enablers of an end-to-end experience, not parallel worlds.

Customers do not contain their actions to one single channel. Stating this to your colleagues will not set off fireworks, but showing it will flip on light bulbs. The next chapter will go into greater depth about how to use a simple framework—a touchpoint inventory—to inventory and visualize how customers interact with your product or service over time. To get ready to create your inventory, you will need to define your channels first.