The latest insight on organizational structure is that companies can do better if they configure in customer-centric groups. However, while customer-centricity does allow offices and departments to zero in on specific customer segments, such organizing does introduce complexity into communication and decision making and leads to duplication of certain functions across units.

This is not the place to talk about what governance, leadership, behaviors, and metrics may be required to drive the customer-centric organization, the benefits of which may well take years to eventuate. (Some say the real locus of discussion should be about what mindsets and attitudes a company and its personnel need to evidence because any organizational structure can, potentially, help understand customers better, develop deeper relationships with them, and improve customer satisfaction. What every organizational structure needs, however, is the agility to adapt to or evolve with demand; the ability to communicate well enough; and sets of incentives that ensure it is everyone's responsibility to contribute to and maintain good customer experience, not just the obligation of some team.) Rather, this response means to point out that the introduction of digital can strike a balance between common existing organizational configurations, e.g., entrepreneurial, machine, diversified, professional, innovative, missionary, political, and networked, and the ideal structure of a customer-centric organization. Without necessarily tearing an organization apart, digitization—simple, clear, and fast—helps address and answer questions such as:

• What are the expressed and latent needs of clients, audiences, and partners(not forgetting relationships and behaviors)
• How does one build products and services to better meet these needs?
• How does one integrate these products and services into a digital strategy? (Conversely, how might a digital strategy conduce new, value-adding products and services?)
• What are the organizational, directional, process-based, and information technology-related changes required to make the transition happen?

Planning and Driving a Digital Strategy, available at https://www.researchgate.net/publication/291056412_Planning_and_Driving_a_Digital_Strategy, explains further. There is also On Organizational Configurations, available at https://www.researchgate.net/publication/266477435_On_Organizational_Configurations, to remind us that organizational types are not necessarily product- or geography-centric, or even predominantly so if one considers that political organizations—for instance—also have "customers".

Article On Organizational Configurations

Article Planning and Driving a Digital Strategy

The required customer service and experience is delivered through appropriate business processes, connecting customer facing and supporting sub-processes. Those processes are supported through people in different roles. The organizational structure needs to organize those people effectively so that they can best fulfill those roles. Hence, you would align the structure to those processes - considering the tradeoffs between customer centric and efficiency values.

The organizational authority- responsibility relationships that achieve organizational goals through customer expectation fulfillment is customer-centric structure, which enables co-creation through customer driven innovation. 

I agree with the comments above regarding a combination of organizational design, governance, competencies, and values needs to drive the shift to customer-centricity.  I currently work within an organization that has done much work to shift to customer-centricity.  To give some real-life examples of what that entailed, the company made a comprehensive analysis of the customers that were contributing most significantly to revenue; that allowed a better prioritization by customer, country, and region on who these customers were.  From an organizational design perspective, our company shifted to a structure that simplified the interface with customers.  Instead of customers engaging with many different product managers who sometimes had different (even contradicting) approaches with the customer, the company placed Key Account Managers, who serve as the primary interfaces for the customer and address their different needs.  The Key Account Managers then pull on their colleagues within the company and provide a more integrated solution back to the customer.

I hope this provides some additional perspective.  Happy to discuss more.

you may want to use the PMS to evaluate to what extent  the company uses the customer centric culture (Customer perspective). I recommend to use the Balanced Scorecard. Secondly, the usage of EFE (External Factor Environment) might help you to find out on the extent of the customer centric structure being used by the company.