Map the Journey Before You Build the Bot

In the previous unit, you identified which moment that matters deserves AI attention first — using Iris McQuillan-Grace's criteria of highest friction, lowest adoption, and inability of manual effort to close the gap. But knowing where to focus isn't the same as knowing what to build. As Iris walked through in the session, Oliver didn't jump from "performance management is broken" to "let's build a bot." They zoomed in first — breaking the moment into discrete journey steps and building personas for each employee segment involved — so the intervention they designed actually matched the problem they'd diagnosed.

From Moments to Steps to Personas

You'll recall that Iris described a deliberate layering process: first, identify the moments that matter; then, break each one into the specific "steps each employee is taking in those moments that matter"; and finally, build employee personas asking "which employee segments are involved in the steps of the moment that matter." At Oliver, this meant mapping performance management not as a single monolithic process, but as a sequence of discrete interactions — each experienced differently by new managers needing basic guidance, established leaders navigating nuance, ICs anxious about receiving formal feedback for the first time, and HRBPs stretched across all of them. This layering is what prevents you from building a one-size-fits-all solution that technically works but practically misses. A new manager asking "how do I write constructive feedback?" and a senior leader navigating a difficult performance conversation have fundamentally different needs, anxieties, and readiness levels. Without personas, you'd design for an average employee who doesn't exist.

When Headcount Can't Close the Gap — And AI Can

The journey mapping and persona work didn't just clarify what to build — they surfaced only AI could solve this particular problem. As Iris described, Oliver's engagement data, one-on-one interviews, and focus groups all confirmed that feedback was necessary, but the L&D team's training was Meanwhile, HRBPs were because they were who knew formal feedback collection was coming and

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