Abstract This paper reports on preliminary testing of the “Self‐Transformation Methodology” (STM) to rebalance an organisational structure in order to improve the effectiveness of corporate sustainability (CS) strategy implementation. It presents the results of a pilot study where it was possible to align CS strategy and organisational structure, clarifying the required adapting and learning organisational processes and closing the learning loop by continuously monitoring sustainability indicators during this process. Additionally, it reflects on the learning and needs for further developments of the methodology. This research contributes to CS and system thinking literature with an approach to address the challenges of integrating CS initiatives into the operation of a firm. The STM methodology has shown good potential for creating a more effective context for CS strategy implementation. The research scope is limited, and in consequence, more action research is required to fully apply the adjusted methodology to further corroborate the initial findings.