Our world is dealing with several pressing sustainability problems. Corporate social responsibility (CSR) initiatives seem to have failed: despite the actions firms have taken over the years to contribute to a better world in an ecological and social sense through directing their resources and competencies towards this goal, the world has been degrading on many important sustainability-related indicators. By implication, firms need to resort to other ways of integrating societal goals into their strategies, organizational architecture, and decision-making processes. Sustainability-oriented business models (SOBMs) may present a way to turn the tides. Adding to the developing discourse on this topic, this chapter identifies three generations of SOBMs and their limitations in realizing sustainable development as well as by presenting an interpretation of fourth generation SBOMs. In doing so, it integrates insights from evolutionary psychology and identifies three types of ‘sustainability intelligence’ firms need to develop in order to be successful in developing SOBMs.