<p><p>The ability to deal with change gains in importance due to the fast moving environment. The current crisis reveals that it is not sufficient for companies to react. They need to be prepared and implement change continuously. The significance of Change Management is justified as the competence to deal with change can be considered decisive for gaining competitive advantage. Organizations need to change in order to sustain.</p><p>Several theories and concepts exist to increase an organization's efficiency in terms of handling changes. The theoretical framework is settled on four issues within Change Management: change, drivers for change, implementation and roles in an organization. It is of prior importance to identify the nature of the specific change as well as the driving forces for it.</p><p>By this, information for the implementation process is provided. We present strategies for implementing and also steps or ingredients which have to be unconditionally considered. We try to point out some facilitators for implementation such as organizational learning.</p><p>We finally describe four key roles that are  influencing implementation of change. However, we especially focus on leaders and employees and compare top-down and bottom-up implementation.</p><p>We proceed with the same basis of four parts to analyze the discussions we led with change agents.</p><p>Finally we propose key factors we believe that organizations need to lead a change process successfully.</p></p>

The ability to deal with change gains in importance due to the fast moving environment. The current crisis reveals that it is not sufficient for companies to react. They need to be prepared and implement change continuously. The significance of Change Management is justified as the competence to deal with change can be considered decisive for gaining competitive advantage. Organizations need to change in order to sustain. Several theories and concepts exist to increase an organization's efficiency in terms of handling changes. The theoretical framework is settled on four issues within Change Management: change, drivers for change, implementation and roles in an organization. It is of prior importance to identify the nature of the specific change as well as the driving forces for it. By this, information for the implementation process is provided. We present strategies for implementing and also steps or ingredients which have to be unconditionally considered. We try to point out some facilitators for implementation such as organizational learning. We finally describe four key roles that are  influencing implementation of change. However, we especially focus on leaders and employees and compare top-down and bottom-up implementation. We proceed with the same basis of four parts to analyze the discussions we led with change agents. Finally we propose key factors we believe that organizations need to lead a change process successfully.

The impact of the current food system on the climate crisis challenges its actors to takeactions towards sustainability. The increasing pressure in transforming the food system requires changes at the organisational level, which sparks research interest in understanding what factors influence the integration and strengthening of sustainability in food-producing companies. This study aims to explore the organisational change process of sustainability implementation and the influence of organisational and external factors. This thesis should contribute to the field of research by analysing food-producing companies on their sustainability transition to conclude what factors drive the sustainability integration and strengthening in their organisations. Reflections on organisational change management and corporate sustainability lay the theoretical foundation for this thesis. The research follows a qualitative methodology that explores change drivers for sustainability change by conducting semi-structured interviews with six sustainability professionals. A thematic analysis of the data highlights the different approaches to sustainability of the organisations. The findings are summarised in a sustainability change framework presenting influencing factors on organisations’ sustainability transition and key drivers for sustainability change. The key findings indicate that a sustainability-oriented culture, passionate leadership, long-term commitment to sustainability, sustainability training and education, collaborative communication, sustainability measurements, the inclusion of sustainability in daily work, and a sustainable and professional brand are the key drivers to sustainability integration and strengthening.