Every small and big profit-oriented and non-profit-oriented organisation aims to develop and strengthen its capacity to do business/activities; achieving the objectives, reaching mission, and seeing its organisational vision clear. In the recent past, many organisations have touched higher numbers at stock exchanges, and so many declined from the slot they were at. Many reasons can be coined,but the globalisation (due to democratic values and norms) has required that organisation’s open-mindedness, will for change and state of remaining busy in conducting market research; opting to know the consumer behaviour and trends of goods and services. The success and failure of the organisation affect from inside and outside factors. The inside factors of organisations are known as employees, leadership, equipment, machinery, and the building, etc. Whereas outside factors are stakeholders like consumers, society, private and public institutions, weather, politics, and role of local government departments. Organisation’s failure kicks off from its inside environment, as all issues and problems are linked with low-communication or flawed communication. Some employees’ low knowledge contributes to the failure whereas few misunderstand the order or message released by the management of the organisation, which strengthens the failure of the organisation. Many reasons have been considered for the failure and success of the organisations. One of the main reasons of failure includes “Un-clarity about the explanation of success or failure”. Many companies are good at setting goals, but these do not succeed in communicating to the employees clearly. Resultantly, employees’ efforts and interest never reach the requirement of those (unclear) goals. Difference of opinion and thinking capacity between management and employees make organisations vulnerable On the other hand, setting goals is a cooperative exercise. Implementing goals is an equally combined procedure. Many corporations at the end of the day end up with an ‘Established& Forget’ situation when it emanates to goals. If goals (and sometimes tasks) are not communicated to the employees at the right time, their standing is not transported to the team, leading to loss of seriousness when it comes to try and achieve them. It has also been important that the most significant goals continue in front of the personnel possibly. The difference of opinion and thinking capacity between the management and employees creates sources of failure for the organisation. If an employee has developed any (positive or negative) sort of perception for the organisation, the efforts for building capacity of the employees go to waste. There are so many reasons for the failure of the organisations, but it is the leadership which maintains employee balance, incentives allocation, timely and needful capacity building, bridging the cultural, social, and political gap between the employees and high up of the organisations. If the organisations comprehend the value of being socially responsible, then the chances of their sustainability will ultimately increase, benefiting them in many ways at the place where they operate and even within and outside the border. The writer is a corporate social responsibility researcher and freelance contributor. He can be reached at firstname.lastname@example.org and tweets @furqanppolicy Published in Daily Times, May 4th 2018.