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This article is a response to “How Do Corporations Embed Sustainability Across the Organization?” where the authors offer a number of prescriptions that enable organizations to learn about sustainability. I argue that the authors' prescriptions do little to address the challenges posed by sustainability because their approach is input driven rather than output focused. I discuss ongoing conflicts between corporations and Indigenous communities over land and resources to highlight the weaknesses of Haugh and Talwar's approach and extend their discussion about embedding sustainability in an organization to the larger political economy of sustainability and the governance of sustainability.