Most businesses approach sustainability as corporate social responsibility—charitable initiatives separate from core operations designed to demonstrate social consciousness. This book explores why impact-as-addon strategies often produce superficial gestures rather than meaningful change, examining the structural tensions between profit generation treated as primary and impact creation positioned as secondary. Through analysis of business model design, value creation mechanics, and stakeholder alignment, this work reveals how sustainable enterprises operate through integrated impact rather than compensatory philanthropy. It investigates the friction between extractive business models with charitable offset and regenerative models where profit and positive impact emerge from the same operational activity, exploring why businesses that separate financial and social objectives frequently struggle to achieve either sustainably. Readers will examine the mechanics of dual value delivery, the role of systems thinking in impact integration, and the interplay between market positioning and mission authenticity in purpose-driven markets. The book challenges assumptions about profit-impact trade-offs, sustainability costs, and the organizational practices that either facilitate or undermine genuine stakeholder value creation beyond shareholder returns.