Customer orientation requires non-universal CRM systems and processes, a coherent corporate culture, and employees with a customer focus. Employees want self-determination, a sense of purpose, and further development, while shareholders demand sustainable profit growth. This requires balancing planning security and adaptability on a time scale that is shorter than ever. Traditional methods and ways of thinking about change are slow and ineffective and therefore being overtaken by new organizing methods. Organizations must constantly adapt, integrate internal and external ideas and influences, and provide frameworks for adaptable, responsible, and motivated people. Self-organization and decision-making authority replace rigid hierarchies and leadership models. The responsive organizations presented here demonstrate these characteristics and can be the basis for end-to-end customer-centric enterprises.