Abstract
The transition to a sustainable future requires deep structural change to business ecosystems. Yet how managers develop agency to contribute to this transition has not received explicit focus. This study explores the experience of executives playing a game that simulates such a transition. Three spheres of agency for sustainable transitions emerge: re-imagining the structure of ecosystems, renegotiating each organisation’s role within that structure, and regenerating the organisation to enable it to participate in a reshaped ecosystem. Four characteristics of the learning experience are identified that help participants to develop this agency experientially. The study thereby identifies principles for sustainability education to develop change agents ready to lead structural change for sustainability.