Strategic wellbeing practices can have transformative effects on individuals, their teams, and various key measures of organizational success. This capstone paper explores the integration of positive psychology (PP) and positive organizational scholarship (POS) principles into sustainable practices to promote strategic wellbeing within organizations. The paper begins by establishing the case for how wellbeing initiatives can positively impact key indicators of organizational success. Next, the paper reviews core wellbeing frameworks from the sciences of PP and POS, focusing on the psychological capital model, the job demands resource model, and a supporting combination of a strengths-based approach and Fredrickson’s broaden and build theory of positive emotions. Then, the paper posits four criteria to ensure sustainability of strategic wellbeing initiatives. To unite theory with immediate application, the paper concludes by providing an overview of a sustainable practice for strategic wellbeing in organizations: Jim Collins’ Flywheel model.