Organizations are facing increasing competition and rapidly changing customer expectations. Many are shifting from a product-centric to a customer-centric model, focusing on creating long-term value through enhanced customer experiences and relationships. This transition has raised questions regarding the actual impact of this change on organizational performance, profitability, and customer outcomes. Purpose. This research aims to explore what drives organizations’ strategies and business towards customers, as well as to understand the impact of this transformation on business performance and customer satisfaction. Methodology. This paper systematically gathers secondary data from peer-reviewed research papers that have studied the organizational transformation from a product-centric to a customer-centric approach. The research methodology is based on conducting a query search using four search engines. The research results have been filtered and screened following the PRISMA approach, which included research papers published between 2006 and 2024. Findings. Leadership commitment, building a customer-centric culture that supports this shift, and applying design thinking approaches are the main aspects that motivate and support this shift. On the other hand, organizations that use customer relationship management strategies and utilize a knowledge system to capture customer insights are more likely to enhance their customer experience, elevate customer satisfaction, trust, and retention rates. Practical Implications. A conceptual framework has been developed to illustrate how the organization can shift its perspective toward customer-centric models and strategies, highlighting the strategic enablers and potential benefits.