Companies can’t become customer-obsessed without becoming customer-journey-centric, because journeys — not products, channels, or business processes — are customers' lived realities. However, there is no cookie-cutter way of embracing journey-centricity. To become journey-centric, companies must ensure broad executive support, start with a journey pilot program, experiment to prioritize speed and responsiveness, and make complementary changes to operational levers of customer obsession beyond structure.