The adoption of sustainable tourism practices requires tourism organisations to change existing practices. Despite the expected benefits of such new practices, implementing change in organisations is challenging (Caldwell, 2003; Dent & Goldberg, 1999; Kotter & Schelsinger, 2008). An important factor in the implementation of these change programs is the ‘readiness to change’ of the individuals involved in the process (Diclemente & Prochaska, 1998; Tabor & Lopez, 2004; Zimmerman, Olsen, & Bosworth, 2000). As the value of sustainability principles in the tourism industry has gained prominence, Destination Marketing Organisations (DMOs) have been charged with implementing sustainable tourism practices within their destinations. Often lacking formal authority to mandate change, these DMOs rely on internal marketing and education to stimulate the adoption of sustainable tourism within organisations in their destinations. The current study examines the readiness of managers within the Welsh tourism industry to change behaviour and adopt sustainable tourism practices. One hundred and twenty-nine responses were received from managers within the Welsh tourism industry. The current study utilises ‘readiness to change’ scales based on the five stages of change to show readiness of the managers in the industry to adopt sustainable tourism practices. A cluster analysis was also undertaken that indicates members of a tourism destination system can be segmented by ‘readiness to change’ enabling targeted marketing communication to destination members. The present study also provides practical applications for DMOs to implement change based on the ‘readiness to change’ model.