 Let's move into the last question that we prepared in the course and that is actually a question that has been asked by a lot of people so I haven't found one name to add to here but one of the big questions you know who needs to own the customer journey who should be responsible and accountable oh gosh where to start with this one Daniel there's not one answer to this there's not one way to do it in all kinds of organizations come on there must be one answer it must be simple no it's not that simple i'm making you disappointed the markets most of those things is not that simple to just find it's very different and organizations are very different but there are some good rules to keep to who should own the the customer journey one is that it should be in the in the actual organization in the longer run even if it's a kind of a development state when it starts and when it's done they could be in some kind of R&D or development or or designing responsibility but the quicker you get the customer journey to be owned by let's say product owners P&L owners or people in the in the in the business that are connected to the operation of the business the better the better it is so customer journey should never end up as a development or designing tool there has to be an operational model and an operational tool and I think that's that's if you want one answer to this push the journey to an operational tool instead of having them as a R&D development department ownership there and then it depends on the organization if you if you're kind of old school organization you will have P&L if it's a more a new school more a bit more modern you will definitely have like product product owners or business owners or something yeah and that's what we've been preaching I think all along like customer journey maps are a way our means to an end like they are a tool to get to become a more customer-centric organization right there you have to use them to as to navigate and yeah as a compass and you need to actively use them so I really like the how you pinpoint that it should be in the operational part rather than maybe in the innovation or research should be owned by a operation and I think one interesting thing to note here is that you can also look at how wide your journey is where it starts and where it ends you know if you make it if you make the journey really small so small that it just covers your own department the ownership can probably be stayed with you but as soon as the journey expands and the yeah how do you say that goes across multiple departments and you need to find somebody who's responsible actually for delivering that experience across multiple departments and the challenge is that usually those people aren't readily available in an organization there aren't a lot of people who are really responsible across multiple departments yeah which means that you have to go up pretty soon you will be on a sea level yeah and then those sea level people they are organizing things so they have to pinpoint who's responsible for that who will who will they delegate is that too but the ownership for a more broad journey will be on a sea level and and and that brings all other kinds of challenges with it yes of course and what you then have to do internally is to to help the sea level to understand that the journey the customer journey and the customer journey maps and everything that comes from that is an operational issue it's not a development tool it's an operational tool that's a really good takeaway at least i learned something today again thank you