How CSE Drives Real Customer-Centered Change

Richard

Hello and welcome to the first Customer Service Excellence podcast! I’m Richard, and I’m joined by Lorna.

Lorna

Hello Richard, and welcome everybody.

Richard

Today we’re unpicking what really sits at the core of the CSE Standard—so it’s not just a box-ticking exercise, it’s about putting customers right at the centre of everything an organisation does.

Lorna

You’re absolutely right, Richard—customer journey is such a beautiful phrase, it's about understanding their needs—not just going by what you reckon’s best.

Richard

Exactly. Customer insight’s the first of the five pillars in CSE. Then you’ve got the culture of the organisation—so, the idea that customer focus shouldn’t just be a poster on the wall but something that runs through every decision. Information and access is the third pillar—making sure customers can easily find what they need, and that they actually understand it. Then delivery—reliably and consistently providing the service. And last but not least, timeliness and quality. Not just being fast, but being fast and excellent. It’s about meeting—and sometimes exceeding—expectations.

Lorna

And it’s not just theory, is it? There are fifty-seven measurable elements to all this—practical points under each criterion that organisations can look at and say, “Right, are we really evidencing this in practice?” It’s so much more than, “Do we smile at customers?” It’s, “Can we demonstrate that the customer’s experience is at the core?

Richard

Exactly. We always say: show, don’t just tell. The framework allows organisations to self-assess—to hold up a mirror and find where they’re excelling and where there’s room for development. That makes improvement so much more achievable, rather than some vague aspiration.

Lorna

Which brings us to the assessment bit. This is where people sometimes get nervous—“Is it an audit? Are we being caught out?”—but actually, the CSE approach is much more developmental, isn’t it?

Richard

Yes, absolutely. The last thing we want is organisations bracing for “gotcha” moments. The journey starts with self-assessment, where the organisation takes a clear look at itself—warts and all. Then we, as assessors, carry out a desktop review—pulling together everything the organisation’s already doing. After that comes my favourite part: the interviews. We talk to staff, customers, and key partners outside the business. It’s all about triangulating evidence and getting that full, 360-degree view.

Lorna

And it’s as much about celebrating strengths as identifying areas for improvement, isn’t it? I’ve sat in sessions where people suddenly see their own progress—like, “Wow, we didn’t realise we were this good in certain areas!” Or they spot opportunities to refine things. But those levels of achievement—Partial Compliance, Compliance, and Compliance Plus—can sound a bit formal.

Richard

Right—and just to clarify: Partial Compliance means there’s some evidence but still work to do. Organisations can have a few of those—up to eleven across the fifty-seven elements. Compliance means the requirements are fully met. And Compliance Plus? That’s where an organisation goes above and beyond—demonstrating excellence that others can learn from.

Lorna

And it’s not some endless slog, either. Usually, nine to twelve months is a realistic timeline to meet the standard. It gives teams a sense of focus and a clear pathway, rather than feeling like an open-ended process.

Richard

Exactly. I worked with a team last year who started off thinking it was just about “passing the test.” But by the end, they realised it had genuinely changed how they approached their customers. It was rewarding—for them and for us. It’s about progress, not just perfection.

Lorna

And this is where Assessment Services stands out. Instead of simply checking whether things look fine on paper, we work with our customers as partners, not outsiders with clipboards.

Lorna

Our whole ethos—We Care. We Assess. We Add Value.—really sums it up. It’s cost-effective, practical, and collaborative. We use helpful tools like our online Self-Assessment Tool for tracking progress, and our networking discussions where organisations share stories and tips. Change sticks best when people learn together.

Richard

Absolutely. And with SFEDI Level 5 assessors on our team, we’re proud to be the only UK assessment body with that qualification. Plus, our independent surveys collect feedback straight from the people who matter most—the customers themselves. That external perspective keeps everything grounded in reality, not theory.

Lorna

Exactly. Our forums and Roundtables give organisations a space to share, learn, and grow together. Real improvement doesn’t happen in isolation—it happens through collaboration, shared insight, and the willingness to keep learning.

Richard

Right, I couldn’t have put it better, Lorna. That collaboration and the willingness to learn from each other, it’s what brings out the best in all of us.

Lorna

Thanks, Richard—and thanks to everyone for listening. We’ll see you in the next podcast!

Richard

Bye for now! Further podcasts will be released shortly, and we hope that you can join us.