In a rapidly changing world, sustainability is becoming more and more of a priority for organizations. This paper evaluates the possibility of using the Doughnut Economics Model (DEM) as a tool to implement sustainability within an organization on the firm-level, highlighting the potential opportunities and limitations that it poses. Through case studies conducted with two organizations (Apotea AB & Proton Group), both common and firm-specific gaps within sustainability strategies are identified, and the applicability of the DEM is appraised as a tool to help fill these gaps. A qualitative research method was employed, and interviews were held with sustainability managers from Apotea AB and Proton Group. A qualitative thematic analysis process led to the generation of initial codes, themes, and patterns that emerged throughout the interviews held. The results from this study highlighted the illustrative and visual nature of the DEM, and how it could help firms view sustainability from different perspectives. The visualisation of the model helps stimulate conversations about sustainability within the firm, and raising awareness on the topic of sustainability, promoting it within organizational culture. This study additionally concluded that the implementation of the DEM in only a firm-specific, directly impacted area, could help the firm with pinpointing niche areas where the enterprise can make its largest contribution towards a safe and just space for humanity. On the other hand, this study found and supported existing claims through past research on the model’s limitations in terms of its downscaling, as the planetary boundaries are designed for a global scale. Moreover, the model lacks in defining policies, indicators, or measurements regarding areas of improvement. The opportunities that lie in the DEM are plentiful, however, the downscaling process on a firm-scale is extremely challenging, and little-to-no existing research or literature exists on the topic.