From the 1970s, a number of tools, initiatives, and approaches (TIAs) have been developed to foster and implement sustainability. These have evolved from purely “end-of-pipe” solutions (which are usually costly and inefficient) towards whole-system approaches, by changing products, processes, services, and systems, so that waste is minimised and resources used more efficiently and effectively, in almost closed loops. Twenty-four TIAs have been widely used and researched. These can be divided according to their focus on (1) operations and production (circular economy (CE), design for the environment (DfE), eco-efficiency, Factor X, green chemistry, industrial ecology, and life cycle assessment); (2) management and strategy (corporate citizenship (CC), corporate social responsibility (CSR), (more) sustainable business models (SBMs), sustainable/socially responsible investment (SRI), the natural step (TNS), and the triple bottom line (TBL)); (3) supply chain (eco-labelling, sustainable marketing (SM), sustainable livelihoods (SL), and sustainable supply chains (SSC)); and (4) assessment and reporting (environmental and social accounting (ESA), environmental management systems (EMS), integrated management systems (IMS), and sustainability reporting (SR)). The majority of the TIAs have focused on the economic and environmental dimensions and on technocentric and managerial ploys. The TIAs have been limited in addressing all the system elements of organisations, since they have neither been selected nor used explicitly to address the governance, organisational systems, service provision, or change management system elements. Each TIA has advantages with respect to the sustainability dimensions and contribution to an organisation’s system elements, but it also has limitations in its scope and reach. Relying on one initiative can result in a limited and narrow contribution to sustainability and curtail overall coverage of the company’s system, while using too many tools wastes resources and energy due to duplication in tasks. None of the TIAs, on its own, covers the full organisation system, or the four dimensions of sustainability (economic, environmental, social, and time). Therefore, a combination of TIAs is needed, which capitalises on synergies and address the sustainability dimensions and the organisation’s system elements.