ISO/TS 19390:2025

Technical
Specification
ISO/TS 19390
First edition
Service excellence — Implementation
2025-07
approach for ISO 23592
Excellence du service — Démarche de mise en œuvre de l'ISO 23592
Reference number
© ISO 2025
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ii
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Guiding processes of implementing service excellence . 2
5 Pre-implementation . 3
5.1 General .3
5.2 Analyse the current situation of the organization and its context .3
5.3 Deepening understanding of the mindset and approach of service excellence .5
5.4 Create a sense of immediacy and importance of service excellence initiative .6
5.5 Build a change leadership team for service excellence .6
5.6 Develop a service excellence vision and strategic initiatives .7
6 Implementation . . 9
6.1 General .9
6.2 Manage comprehensive implementation activities .9
6.3 Empower through the network of service excellence supporters.10
6.4 Create minimum viable changes and celebrate successes .11
6.5 Expand the momentum across the service excellence model .11
7 Post-implementation .13
7.1 General . 13
7.2 Anchor and cultivate organizational culture for service excellence . 13
7.2.1 General . 13
7.2.2 Service excellence culture . 13
7.2.3 Service innovation culture . 13
7.2.4 Organizational service standards . 13
7.2.5 Additional recommendations .14
Annex A (informative) Service excellence model and guiding process .15
Bibliography . 17

iii
Foreword
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ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
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This document was prepared by Technical Committee ISO/TC 312, Excellence in service.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

iv
Introduction
Achieving service excellence is essential for organizations seeking to differentiate themselves in today’s
competitive marketplace. ISO 23592 defines the principles and provides a model for organizations to achieve
outstanding customer experience and sustainable customer delight. Despite this International Standard,
many organizations that want to implement service excellence do not know how to do so (see Figure 1).
Research has shown that around 70 % to 75 % of all transformation programmes in companies fail (see, for
example, References [8] and [9]). Specifically, in the context of service excellence, various obstacles stand in
the way of a successful implementation, such as:
— insufficient understanding;
— fixed mindset;
— silo mentality;
— limited leadership support;
— resource constraints;
— lack of connection to business impact;
— dominance of product perspective;
— lack of cross-industry thinking;
— lack of transformation culture.
This document addresses these challenges by providing a practical approach to ensure a successful and
sustainable implementation of service excellence. It offers guiding processes for leading change, with a
strong emphasis on the pre-implementation phase, for organizations that have decided to implement and
enhance service excellence based on ISO 23592. During this phase, organizations focus on unfreezing
existing mindsets and creating a foundation for transformation. This involves addressing resistance,
fostering a sense of urgency, building leadership support, and establishing a clear vision and strategic
initiatives for service excellence.
Figure 1 — Implementation approach as the starting point of the service excellence effect chain
1)
ISO/TS 19387 provides guidance for organizations on a methodology to assess the maturity of service
excellence on five levels based on the service excellence maturity model (SEMM). SEMM helps the
organization improve its service excellence or start to systematically implement service excellence based
on ISO 23592. Considering this maturity model, implementation of service excellence targets the transition
to good level (level 4) and excellent level (level 5) from managed level (level 3). The road to implementing
service excellence will be long if customer orientation is not sufficiently managed and supported in the
organization.
1) Under preparation. Stage at the time of publication: ISO/TS 19387:2025.

v
It should be considered that the change of the organization toward service excellence is complex and cannot
be achieved with a one-off effort, since it is approached as a journey that involves multiple evolutionary
initiatives over time. Thus, mature organizations manage the set of necessary initiatives under a change
programme towards excellence (see ISO 21503) that aims to ensure that the expected benefits of the
excellence are achieved. The change programme launches agile-incremental or waterfall projects (see
ISO 21502) in order to achieve specific results. The change programme is integrated into the portfolio
management to achieve the organization’s strategic objectives and thus ensure that the necessary resources
are allocated (see ISO 21504).
This document contributes to the field of service excellence by offering a structured implementation
approach that bridges the gap between theory and practice. It provides organizations with clear guidance
on how to navigate the complexities of service excellence, leveraging requirements and recommendations
in ISO 23592 to create a customer-centric culture and drive sustainable improvements. By following the
outlined processes and utilizing the SEMM, organizations can systematically assess their current maturity
level, identify areas for improvement and implement targeted actions to enhance their service excellence
capabilities. This comprehensive approach ensures that organizations not only achieve but also maintain a
high standard of service excellence, leading to long-term success and customer delight.

vi
Technical Specification ISO/TS 19390:2025(en)
Service excellence — Implementation approach for ISO 23592
1 Scope
This document gives guidance to organizations on how to implement service excellence based on ISO 23592.
This document can be used in conjunction with ISO/TS 24082 and ISO/TS 23686.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 23592, Service excellence — Principles and model
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 23592 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
change
improvement, transition (3.2) or transformation (3.3) of organizational processes, systems, structure or
overall strategies
3.2
transition
process from one level of organizational capability to another
3.3
transformation
process of profound and radical transition (3.2) that orients an organization in a new direction and takes it
to an entirely different level of effectiveness
[SOURCE: ISO 37500:2014, 3.23 modified — “radical transition” replaced “radical change”. Note 1 to entry
deleted.]
3.4
implementation
executing or applying specific plans, decisions, models, designs or policies to achieve predetermined
objectives or realize envisioned changes (3.1)
3.5
implementation approach
strategic and structured methodology or plan designed for implementation (3.4)

3.6
minimum viable change
MVC
small success
small win
early success
early win
quick hit
smallest change (3.1) that can be implemented in an organization to achieve a significant impact or
improvement
3.7
customer orientation
business approach that prioritizes customer needs in organizational processes, systems and communications
at both the individual and organizational levels
4 Guiding processes of implementing service excellence
This document introduces an implementation approach of service excellence for organizations that have
decided to implement and enhance service excellence based on ISO 23592. This approach is described as a
guiding process of implementing service excellence, as shown in Figure 2. Various obstacles (e.g. insufficient
understanding) stand in the way of a successful implementation of service excellence. Therefore, initiatives to
introduce and implement service excellence should be accompanied by the concepts of change management
and, where necessary, transformation.
NOTE 1 Organizations implementing service excellence through either change management or transformation can
refer to ISO 21502, ISO 21503 and ISO 21504 for guidance on project, programme and portfolio management practices
that can support their implementation journey.
NOTE 2 Figure 2 illustrates the fundamental process of service excellence implementation. While organizations
can initiate new changes based on strategic needs, the figure intentionally maintains a linear progression, enabling
organizations to focus on stabilizing and embedding changes in their culture and operations before starting a new
iteration.
Key
recommended to use the specific result of a maturity assessment based on the service excellence maturity model
(SEMM) in ISO/TS 19387
Figure 2 — Guiding processes of implementing service excellence
The implementation process is divided into three phases:
— pre-implementation;
— implementation;
— post-implementation.
This document incorporates the specific requirements and recommendations specified in ISO 23592
into these three phases to offer a comprehensive guide in alignment with ISO 23592. Annex A outlines
this incorporation according to the elements (sub-elements) of service excellence model. The maturity
assessment model for service excellence in ISO/TS 19387 is also utilized in this implementation approach.
[10][11]
These three phases correspond to the “unfreeze-change-freeze” framework , a foundational model for
understanding and managing change within an organization, as follows:
— The “unfreeze” phase (pre-implementation) involves preparing the organization for change by creating
awareness of the need to change and reducing resistance.
— The “change” phase (implementation) involves introducing and adopting new practices and behaviours.
— The “freeze” phase (post-implementation) focuses on stabilizing and reinforcing the changes until they
become the organization’s new normal.
The pre-implementation phase addresses the preparation and preconditions for the implementation of
service excellence. This document proposes to initiate implementation activities of service excellence on the
basis of the preparation, preconditions and foundational customer orientation.
In order to achieve service excellence in its entirety, the organization is encouraged to implement all nine
elements of the ISO 23592 service excellence model. The organization should reach managed level (level 3) in
SEMM to begin progress toward service excellence based on a foundational customer orientation. However,
this process can also be achieved in stages by identifying and selecting isolated elements of the service
excellence model. The organization can combine the use of the ISO 23592 and the SEMM in ISO/TS 19387 to
evaluate its current status and maturity level. Following this, the actions required to achieve the next higher
level are determined and implemented.
The post-implementation phase follows the activities that have been implemented. It incorporates new
practices that lead to a stable and well-established corporate culture of service excellence.
5 Pre-implementation
5.1 General
Pre-implementation is the preparatory phase for change. It includes unfreezing the existing state, making
the need for changes and the preconditions for them. The current situation analysis involves assessing the
external environment, industry trends and internal challenges that necessitate change. It is important for
the management of the organization to understand the differences between service excellence and other
strategic approaches. The organization begins to work on developing required capabilities to achieve service
excellence, as needed, after the initial assessment.
Concurrently or subsequently, the organization works on creating a sense of immediacy and importance for
service excellence initiatives and building a leadership team by highlighting the reasons and opportunities
for organizational change.
The organization works on establishing a clear service excellence vision and strategic initiatives aligned
with the organization’s objectives. This encompasses defining the desired future state, setting goals,
prioritizing actions to guide the transformation journey and communicating all of these with employees.
5.2 Analyse the current situation of the organization and its context
To embark on a journey towards service excellence, it is imperative for organizations to gain an in-depth
understanding of their current standing.

The organization should adopt suggestions from ISO 23592:2021, 7.2.2, 7.3.1, 7.4.1 and 7.4.2, regarding
“employee surveys”, “customer feedback”, “benchmark”, “customer journey mapping” and “performance
indicators” to support the organization’s investment in service excellence (see Annex A).
NOTE Customer journey mapping is explained in detail in ISO/TS 24082.
For adequately analysing the situation, the organization should do the following:
a) Compare the existing standards and models that the organization adopts with the service excellence
standards (e.g. ISO 23592).
b) Analyse customer feedback and market trends to identify big opportunities for service improvement,
including:
1) current competitor service offerings and standards;
2) gaps between market standards and organization’s service levels;
3) customer concerns, constraints, expectations and needs;
4) cross-industry service trends and best practices, ensuring that the organization stays ahead in
today’s competitive business environment.
c) Measure the current level of maturity in the organization using the maturity assessment model in
ISO/TS 19387.
d) Review the current customer journey and feedback to identify pain points and areas of improvement in
the customer experience. This process highlights touchpoints that need more attention or possible re-
design, and promotes greater understanding of the customers’ expectations and intensions.
e) Understand employee pain points, concerns, constraints, expectations and areas of improvement. This
process identifies critical human touchpoints (i.e. frontline employees) to customers.
f) Assess employee engagement so that organizations can understand the level of commitment, enthusiasm
and involvement of their employees, especially regarding customer-centric approaches. A dedicated and
motivated workforce is key to delivering exceptional service.
g) Perform an analysis of potential obstacles (e.g. insufficient understanding) that can have a negative
impact on the implementation of service excellence.
h) Identify and analyse specific services being provided, including:
1) the specific nature and scope of each service;
2) the value being delivered;
3) service delivery channels;
4) customer segments and beneficiaries;
5) front-line processes visible to customers;
6) supporting backend processes;
7) tangible service elements (infrastructure, equipment, physical settings).
Appropriate practices for the above recommendations include the following:
— setting timelines for how regularly reviews should be conducted;
— understanding intangible experience using semi-structured interviews;
— visualizing and analysing the organization’s activities, resources and goals (e.g. organization model
canvas);
— analysing internal and external factors, competitive forces and strategic positioning during strategic
sessions;
EXAMPLE SWOT (strengths, weaknesses, opportunities, threats), PEST (political, economic, social and
technological), PESTLE (political, economic, social and technological, environment and law), STEP (social,
technological, economic, political), Porter's Five Forces, ADL (Arthur D. Little) Matrix, General Electric (GE)
Matrix, Shell's Directional Policy Matrix (DPM).
— documenting service profiles systematically to ensure comprehensive understanding of each service
offering;
— transforming the collected market intelligence by organizing and analysing data from multiple sources
into actionable insights for service excellence planning (e.g. organizing customer feedback by service
touchpoints, mapping competitive service levels against price, identifying patterns in cross-industry
best practices);
— use systematic tools and methods (e.g. SERVQUAL) to measure and analyse gaps between customer
expectations and perceptions across service delivery dimensions.
5.3 Deepening understanding of the mindset and approach of service excellence
The organization’s top management and other relevant managers should be fully aware of:
— the importance and benefits of service excellence (the service excellence effect chain), see ISO 23592:2021,
Clause 4;
— the necessity of anticipating changes that can occur within the marketplace and in customer demands;
— the importance of having the ability to adapt, see ISO 23592:2021, 7.3.1 c).
It is crucial to understand how service excellence differs from other strategic approaches such as operational
excellence. Operational excellence is an organization’s continuous effort to improve and optimize its
internal processes, procedures and performance for higher efficiency. Conversely, service excellence is more
externally focused, with the aim of creating outstanding customer experience that delivers customer delight.
The organization should recognize the following in addition to the principles of service excellence described
in ISO 23592:2021, Clause 5, before implementing service excellence as a transformation strategy:
a) Customer-centric foundation: Recognize that the heart of service excellence lies in a profound
commitment to centring all strategies and actions around the customer and the services provided.
b) Quality-driven mindset: Recognize that service excellence requires a constant awareness of quality
standards and a mindset focused on exceeding, not just meeting, market expectations.
c) Enduring commitment and continuous improvement: Understand that achieving service excellence
is not a one-time project. It is a commitment that is nurtured, even after it is deeply ingrained in the
corporate culture. There is an ongoing commitment to improvement, regularly reviewing processes,
feedback and outcomes.
d) Role of leadership: Emphasize that leadership and top management are vital for instilling, modelling
and driving the mindset of service excellence throughout the organization.
e) Employee involvement: Recognize that motivated employees are more likely to be proactive change
agents, and their active participation is paramount for successful implementation.
Appropriate practices for the above recommendations include the following:
— conducting benchmarking activities and visiting organizations known for their excellent service to gain
insights and inspiration;
— engaging in focus groups with industry experts to gain insights and deepen understanding of service
excellence;
— utilizing mind maps and other visualization technologies to clearly outline and communicate the
principles and strategies of service excellence;
— conducting interactive training sessions (virtual, blended or face-to-face) on the topic of service excellence
for management and executives.
5.4 Create a sense of immediacy and importance of service excellence initiative
This preparation focuses on creating immediacy and emphasizing the importance of service excellence.
It highlights the reasons and opportunities for transformation, and creates a sense of urgency that helps
to elicit essential contributions from managers and employees. This allows the organization to overcome
complacency, resistance and scepticism, and to foster a shared commitment to service excellence.
To establish this sense of immediacy and importance, the organization should work on “developing purpose
and service excellence values”, “directing service excellence innovation” and “assessing using service
excellence effect chain” as recommended in ISO 23592:2021, 7.1.2 and 7.4.2 (see Annex A).
For better preparation of implementing service excellence, the organization should do the following:
a) Explain the importance and benefits of pursuing service excellence opportunities such as customer
delight, loyalty and business growth, by providing examples from inside and outside the organization
that improved their performance through service excellence.
b) Highlight potential risks and challenges if the organization fails to adopt a service excellence approach.
This approach should be developed based on the result of an analysis of the status quo of the organization.
Potential risks and challenges are, for example:
1) loss of competitive advantage;
2) decreased customer loyalty and increased churn rate;
3) reputational damage;
4) employee demotivation and high turnover;
5) difficulty in attracting talent;
6) less customer co-operation and engagement;
7) inability to adapt to market changes;
8) weakened brand equity;
9) challenges in subcontractor and partner relationships;
10) operational inefficiencies.
c) Use the specific result of a maturity assessment and a gap analysis to show the necessity of actions and
improvement using SEMM. This emphasizes the initial steps required for the organization to understand
where it currently stands in terms of service excellence and what needs to be done to improve.
Appropriate practices for the above recommendations include the following:
— clearly conveying the importance of service excellence through internal meetings, workshops and
newsletters, including enumerating the work and achievements made by competitors in this regard;
— using case studies and gaming technologies to demonstrate service excellence practices.
5.5 Build a change leadership team for service excellence
Building a change leadership team with sufficient commitment and autonomy is crucial. It serves as a key
element in driving service excellence initiative. The team should have the skills, contacts, trust, reputation
and authority to lead the change. It is imperative that the organization secures management buy-in and

garners unwavering support from top management from the outset. This includes actively involving
leaders and managers in the planning
...