The requirements on companies' sustainability work are growing due to the increased awareness of greenwashing which has led to an interest in creating sustainability goals that are “science based”. Therefore, this study investigates the possibilities for a company to get verified Science Based Targets (SBTs) through the Science Based Targets initiative (SBTi). By using a qualitative approach with empirical data gathered from a case study of a Small and Medium-sized Enterprise (SME), this paper further provides how such a sustainability change can be managed by adapting company operations and activities. The results show that the requirements for getting verified SBTs differ depending on certain conditions of the applicant company, where SMEs can utilize a simpler and more stripped-down alternative. However, for all companies it is mandatory to do an inventory of their Greenhouse Gas (GHG) emissions and annually report the progress towards the targets. The study further presents some contradictory aspects regarding the credibility of the initiative. It is argued to improve a company's trustworthiness against external stakeholders but at the same time it can be questioned how thoroughly the initiative checks the reporting of emissions. Moreover, the SBTi acts as a driving force for sustainability changes but it can also create misleading pictures of companies and their progress against the targets. Regarding how to adapt a company's operations and activities and manage a sustainability change to reach the targets, the results show that it depends on three factors. These are the size of the company, the level of sustainability integrated in the culture and the company's view of the entire value chain. For SMEs it is presented to be favorable to include collaborations with bigger actors in the industry and learn from these. It is also shown that, regardless of the size, it is beneficial to have a well-integrated sustainability culture and to strive for incremental changes that include the entire company. Above all, the activities in the value chain are proven to be an important aspect to prioritize. Finally, the paper provides some recommendations for further research, both regarding the development of the SBTi and also regarding the theory of change management in relation to sustainability changes.

Building capacities of sustainability change agents is primordial to increase the effectiveness and to accelerate the process towards a sustainable society. This research investigates the current challenges and practices of sustainability change agents and analyses current research in the field of leadership development. A Framework for Strategic Sustainable Development is described as a means to overcome and address the complex challenges that society faces today. Furthermore the development of leadership capacities of sustainability change agents is suggested as a strategic factor for the process of sustainable development. A literature study highlights the new dimension to leadership development and defines its characteristics. Interviews and focus groups with sustainability practitioners and students are analysed. From this analysis a set of methods and approaches to professional and personal development is derived. The research points to the need of developing leadership capacities, of sustaining them and of having the ability to be self-aware. It is mentioned that the development of these capacities will depend on the supporting environment, the methods employed and on the candidate itself in order to achieve best results.