While calls continue for corporations to take a larger role in addressing social issues, little guidance is available to help change leaders within those corporations understand how to orient their organizations towards creating socially desired value. The responsibility generally falls to those working in "corporate social responsibility" or "corporate sustainability." This study began with a literature review focusing on the intersection of CSR/sustainability and organizational change. CSR/sustainability practitioners were interviewed, and described the difficulty of reconciling public pressure, day to day business realities, brand imperatives, organizational structures, and their own personal motivations. Interview data revealed a set of organizational motivators, strategies, actions and barriers to creating socially desired value. And by employing a strategic foresight process of trend extrapolation, a set of uncertaintie s was developed. These helped guide the creation of actionable recommendations for change leaders to help their organizations develop greater commitment to creating socially desired value.