While behavior systems analysts have recognized the importance of the consumer of organizational products (i.e., receiving system) in developing models of organizational change, few have offered a systematic assessment of the relationship between consumer and organizational practices. In this article we will discuss how a behavior systems approach can be used to achieve a customer-centered organization through examples and reports from consultation cases. We begin with a performance-based model of customer value, and then consider the general behavioral characteristics of a customer-centered organization. Finally, we will present a seven-phase model of consultation aimed at aligning organizational practices with consumer values. (Contains 4 tables and 1 figure.)