This chapter sets out the case for remaking sustainability. It looks at how sustainability must shift from an aspirational to operational discipline. The current backlash stems from a crisis of legitimacy: sustainability has been treated as an external ideal rather than a core component of organisational decision-making. To be durable, sustainability must move to “bedrock” level—the point where capital is allocated, technologies selected, risks managed, and trade-offs confronted in real time. The chapter challenges outdated assumptions about corporate purpose, showing why narrow shareholder-primacy models are increasingly incompatible with today’s interconnected environmental, social, and geopolitical pressures. It introduces operational bottlenecks—choke points in supply chains, energy systems, food systems, and critical minerals—as evidence that sustainability failures manifest as strategic and economic risks. The chapter concludes that sustainability will only endure when embedded across five domains: finance, value chains, technology, governance, and social licence—becoming a foundation of competitiveness and resilience rather than a discretionary agenda.