ISO/TS 19390:2025
(Main)Service excellence — Implementation approach for ISO 23592
Service excellence — Implementation approach for ISO 23592
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.
Excellence du service — Démarche de mise en œuvre de l'ISO 23592
General Information
Buy Standard
Standards Content (Sample)
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
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
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
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
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)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
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
implementati
...
FINAL DRAFT
Technical
Specification
ISO/DTS 19390
ISO/TC 312
Service excellence —
Secretariat: DIN
Implementation approach for ISO
Voting begins on:
2025-03-24
Excellence du service — Démarche de mise en œuvre de l'ISO
Voting terminates on:
2025-05-19
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
Reference number
ISO/DTS 19390:2025(en) © ISO 2025
FINAL DRAFT
ISO/DTS 19390:2025(en)
Technical
Specification
ISO/DTS 19390
ISO/TC 312
Service excellence — Implementation
Secretariat: DIN
approach for ISO 23592
Voting begins on:
Excellence du service — Démarche de mise en œuvre de l'ISO 23592
Voting terminates on:
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
© ISO 2025
IN ADDITION TO THEIR EVALUATION AS
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
or ISO’s member body in the country of the requester.
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland Reference number
ISO/DTS 19390:2025(en) © ISO 2025
ii
ISO/DTS 19390:2025(en)
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
ISO/DTS 19390:2025(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
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)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
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
ISO/DTS 19390:2025(en)
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.
v
ISO/DTS 19390:2025(en)
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
FINAL DRAFT Technical Specification ISO/DTS 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
...
ISO/TS WDDTS 19390:202#(E)
ISO/TC 312/WG 2
Secretariat: DIN
Date: 2024-12-062025-03-10
Service excellence — Implementation approach for ISO 23592
Excellence du service — Démarche de mise en œuvre de l'ISO 23592
WD stage
Warning for WDs and CDs
This document is not an ISO International Standard. It is distributed for review and comment. It is subject to
change without notice and may not be referred to as an International Standard.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of
which they are aware and to provide supporting documentation.
A model manuscript of a draft International Standard (known as “The Rice Model”) is available at
© ISO #### – All rights reserved
ISO/DTS 19390:(en)
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication
may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying,
or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO
at the address below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
E-mail: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
ISO/DTS 19390:(en)
Contents
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 . 4
5.1 General . 4
5.2 Analyse the current situation of the organization and its context . 4
5.3 Deepening understanding of the mindset and approach of service excellence . 6
5.4 Create a sense of immediacy and importance of service excellence initiative . 7
5.5 Build a change leadership team for service excellence . 8
5.6 Develop a service excellence vision and strategic initiatives . 9
6 Implementation . 10
6.1 General . 10
6.2 Manage comprehensive implementation activities . 11
6.3 Empower through the network of service excellence supporters . 12
6.4 Create minimum viable changes and celebrate successes . 13
6.5 Expand the momentum across the service excellence model . 14
7 Post-implementation . 15
7.1 General . 15
7.2 Anchor and cultivate organizational culture for service excellence . 15
Annex A (informative) Service excellence model and guiding process . 18
Bibliography . 21
iii
ISO/DTS 19390:(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International The organizationorganizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of
ISO documentsdocument should be noted. This document was drafted in accordance with the editorial rules
of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawnISO draws attention to the possibility that some of the elementsimplementation of this
document may beinvolve the subjectuse of (a) patent(s). ISO takes no position concerning the evidence,
validity or applicability of any claimed patent rights in respect thereof. As of the date of publication of this
document, ISO had not received notice of (a) patent(s) which may be required to implement this document.
However, implementers are cautioned that this may not represent the latest information, which may be
obtained from the patent database available at www.iso.org/patents. ISO shall not be held responsible for
identifying any or all such patent rights. Details of any patent rights identified during the development of the
document will be in the Introduction and/or on the ISO list of patent declarations received (see ).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
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
ISO/DTS 19390:(en)
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
standardInternational 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 percent % of all transformation
programsprogrammes in companies fail (see, for example, References [8] and [9e.g., [4][5]).]). Specifically, in
the context of service excellence, various obstacles stand in the way of a successful implementation, such as:
— Insufficientinsufficient understanding;
— Fixedfixed mindset;
— Silosilo mentality;
— Limitedlimited leadership support;
— Resourceresource constraints;
— Lacklack of connection to business impact;
— Dominancedominance of product perspective;
— Lacklack of cross-industry thinking;
— Lacklack 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, to the organization whofor 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/WD 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 Goodgood
1)
Under preparation.
v
ISO/DTS 19390:(en)
level (level 4) and Excellentexcellent level (level 5) from Managedmanaged level (level 3). The road to
implementing service excellence will be long if customer orientation is not sufficiently managed and
supported in the organization.
It should be considered that the change or transformation of the organization toward service excellence is
complex and cannot be achieved with a one-off effort, since it must beis approached as a journey that involves
multiple evolutionary initiatives over time. Thus, mature organisationsorganizations manage the set of
necessary initiatives under a change programme towards excellence (see ISO 21503 Guidance on programme
management) 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 Guidance on project
management) in order to achieve specific results. The change programme must beis integrated into the
portfolio management to achieve the organization’s strategic objectives and thus ensure that the necessary
resources are allocated (see ISO 21504 Guidance on portfolio management).
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
ISO/DTS 19390:(en)
Service excellence — Implementation approach for ISO 23592
1 Scope
This document providesgives guidance to organizations on how to implement Service Excellenceservice
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 23592:2021, 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, organizational
structure, or overall strategies
3.2
transition
process from one level of organizational capability to another
Note 1: transition is a special kind of change
3.43.3
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
Note 1: transformation is a special kind of transition
[SOURCE: ISO 37500:2014, 3.23 modified –— “radical transition” replaced “radical change”. Note 1 to entry
has been deleted].]
3.53.4
implementation
executing or applying specific plans, decisions, models, designs, or policies to achieve predetermined
objectives or realize envisioned changes (3.1)
ISO/DTS 19390:(en)
3.63.5
implementation approach
the strategic and structured methodology or plan designed for implementation (3.4)
3.73.6
minimum viable change
MVC
small success
small win
early success
early win
quick hit
the smallest change (3.1) that can be implemented in an organization to achieve a significant impact or
improvement.
3.83.7
customer orientation
A business approach that prioritizes customer needs in an organization's organizational processes, systems,
and communications at both the individual and organizat
...
Questions, Comments and Discussion
Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.