To implement client-centricity and human-centricity concepts in the public sector, it is necessary to consider the current socio-economic and political context of the region, as well as draw upon international experience and standards. The article explores the concepts of client-centricity and human-centricity through the lens of Spiral Dynamics theory, revealing their evolution and interrelation with value levels. The methodological basis includes comparative analysis (comparison with generation theory, Hofstede's model), systematization of client-centricity manifestations at different spiral levels, and the development of matrices for comparing concepts with value stages. The author analyzes the application of these approaches in public administration and local self-government, emphasizing the need to adapt strategies to the socio-economic context. Special attention is paid to practical recommendations for implementing value-oriented models in business and public administration, as well as forecasts for the transformation of these concepts in the context of growing "turquoise" and "coral" values.
