This chapter explores the critical role of organizational culture in enabling the transition toward a circular economy, with a particular focus on Sustainable Development Goal 12 (SDG 12). It examines how cultural values, leadership styles, and internal education strategies shape the adoption of circular practices across diverse organizational contexts. Drawing on theoretical frameworks such as Stakeholder Theory, Open Systems Theory, and Contingency Theory, the chapter highlights the importance of systemic thinking, inclusive leadership, and generational engagement—especially among Millennials and Gen Z—in fostering sustainability-oriented cultures. The chapter emphasizes that circular transformation is not solely a technical endeavor; it requires a cultural shift that redefines organizational purpose, values, and behaviors. Leadership is presented as a key driver of change, with participative and transformational styles shown to enhance innovation, employee engagement, and alignment with circular principles. The chapter also discusses the influence of generational values on organizational sustainability, noting how younger cohorts prioritize purpose, ethics, and digital fluency—traits that support circular innovation but also pose challenges for long-term commitment. Organizational education is framed as a strategic enabler of circularity, focusing on the development of transversal competencies such as systems thinking, creativity, digital literacy, and ethical responsibility. These skills are essential for embedding circular practices into daily operations and decision-making. The chapter concludes by advocating for a holistic approach that integrates cultural, strategic, and educational dimensions, providing a robust foundation for aligning organizational behavior with circular economy principles and long-term value creation.