Creating an organization with service excellence as its foundation means designing leadership, culture, customer experiences and operations to work together so the organization can reliably meet customer needs—and, where appropriate, deliver experiences that stand out. It is more than courteous frontline service or a slogan: it is an operating approach that guides decisions, equips employees, shapes processes and measures results.
What service excellence means for an organization
Basic customer service and service excellence are related, but they are not the same objective. ISO 23592:2021 focuses on excellent service and outstanding customer experience rather than basic customer service. The goal is to build a coherent system that repeatedly fulfills customer needs and creates distinctly excellent experiences when appropriate. ISO’s description of ISO 23592:2021 sets out that dedicated model.
ISO/TR 7179:2023 organizes practices for achieving service excellence around four connected areas: leadership and strategy, culture and employee engagement, outstanding customer experiences, and operational service excellence. It is positioned as support for applying ISO 23592 and ISO/TS 24082, the latter addressing service design. ISO’s catalog entry for ISO/TR 7179:2023 describes its scope and relationship to the other guidance.
Build the service promise around customer needs
A service promise should describe what customers need and what the organization intends to deliver—not simply express an aspiration such as “we put customers first.” Start by identifying who the customers are, what they value, and where the current experience fails to meet their expectations. Then define what quality means in terms employees and leaders can use to make decisions.
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ASQ’s five-step service-quality platform offers a practical foundation: identify customers and determine their needs; define quality and create a quality statement; measure customer satisfaction; specify service standards; and develop key quality and performance measures. ASQ’s service-quality guidance presents this as a starting point for a quality program, not a solution that improves service on its own. The guidance summarizes a 2013 framework, so organizations can use its sequence alongside more recent ISO service-excellence guidance.
Align leadership, culture and employee capability
Make leadership accountable for delivery
Leaders need to connect the service promise to strategy, budgets, staffing, priorities and accountability. If daily decisions reward speed or cost reduction at the expense of the intended customer experience, the promise is unlikely to hold. Leaders should establish who owns the promise, make trade-offs visible and ensure employees have a way to raise recurring service problems.
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Give employees the conditions to deliver
Employees need relevant knowledge, motivation, time and workable systems—not just instructions to be friendly. Include frontline and support employees in identifying customer friction and designing workable responses. ISO/TR 7179 treats culture and employee engagement as part of the service-excellence system; an ISO case-study summary also identifies insufficient knowledge and limited time as implementation challenges. Those challenges are a reminder to plan for capability and capacity, not evidence of a universal outcome.
For broader culture work, ISO 10010:2022 offers generic guidance for evaluating, developing and improving organizational quality culture across different organization sizes, industries, locations and levels of maturity. Its emphasis on leadership and people engagement can inform culture diagnosis; ISO 23592 remains the dedicated service-excellence model. ISO’s description of ISO 10010:2022 explains its scope.
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Design experiences that operations can deliver
Map the customer experience from the customer’s perspective, including handoffs between channels, teams and support functions. Identify the processes, systems and organizational structures needed to make the intended experience possible consistently. Service design should account for both the interaction customers see and the less visible work that enables it: information flow, decision rights, process ownership and recovery when something goes wrong.
ISO/TR 7179 discusses customer needs, experience design and renewal, service innovation, efficient processes, organizational structures, and monitoring activities and results. These topics are interdependent: a well-designed interaction cannot remain reliable if the supporting process repeatedly breaks down, while an efficient internal process is not enough if it does not serve customer needs.
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Measure performance and improve the system
Use measures that reflect both satisfactory service and the stronger objective of outstanding customer experience. Choose measures that fit the organization’s service-excellence model and goals rather than relying on a single satisfaction score. ISO/TS 23686:2022 provides approaches to measuring service-excellence performance and emphasizes alignment between the measurement system and the model being used. ISO’s catalog entry for ISO/TS 23686:2022 describes its scope.
Pair customer feedback with operational evidence so teams can locate recurring breakdowns, prioritize changes and assess whether those changes improved the experience. For each issue, clarify who will act, what process or capability will change, and what evidence will indicate progress. Measurement is useful when it informs decisions; collecting results without acting on them does not create improvement.
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A practical sequence for getting started
- Identify customers and needs. Determine who uses the service and what matters to them; distinguish customer needs from internal assumptions.
- Define quality and the service promise. Write a clear quality statement that can guide choices, then translate it into service standards employees can apply.
- Assign ownership and involve employees. Name leaders accountable for the promise and involve frontline and support teams in surfacing friction and proposing workable changes.
- Map the experience and supporting operations. Identify key interactions, handoffs, processes, systems and structures required to deliver the promise consistently.
- Measure, prioritize and review. Track customer feedback and operational evidence, select recurring problems to address, and check whether each change improved the intended experience.
This sequence combines ASQ’s service-quality foundation with the leadership, culture, experience and operations dimensions in ISO’s service-excellence guidance. It is an implementation approach, not a guarantee of a particular improvement rate. The available framework does not support attaching a general percentage increase in loyalty, satisfaction, revenue or retention to adopting it.
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