This is an MIT Sloan Management Review article. The conventional models of organizational change present an unrealistic image of change as an episodic phenomenon in which corporate leaders develop and implement elaborate change programs on an occasional basis in response to specific, isolated environmental shocks. This type of change does occur, but more often the corporate environment is characterized by change that is open-ended, fluid, and less closely tied to specific shocks. In fact, continuous change is a cycle with four phases, each with its own dynamics and specific type of champion. "Evangelists" promote the value of innovation and creativity, influencing those around them so that new ideas spread and take root. "Autocrats" choose which ideas are translated into practice, using their authority to alter behaviors. "Architects" design and implement systems that embed change into the organizational infrastructure. Finally, "educators" create work experiences that increase employees' expertise and sense of mastery, leading to the generation of new ideas that extend and potentially transform the organization's direction, thereby keeping the cycle going around. An understanding of these four phases can help managers transform their companies into organizations that experience change, not as a tumultuous, anxiety-inducing event, but as part of an everyday routine.

Nearly one in ten professionals now works part-time. But all too often, part-time work creates as many problems as it solves. At best, many part-timers work more hours than they intended. At worst, they see their importance to their organizations dwindle. Two generations have wrestled with such arrangements, and today some part-time professionals have found ways to overcome the challenges, with shining results. Drawing on two years of research investigating part-time engineers, financial analysts, IT specialists, and consultants, the authors present five strategies that successful part-timers use to make their unique position work for themselves and their companies. To begin with, successful part-time professionals take pains to make their work-life priorities, their schedules, and their plans for the future transparent to the organization. Second, they broadcast the business case for their arrangement, being careful to demonstrate that the arrangement has not disrupted the business and may even have a positive impact. Third, they establish routines to protect their time at work and rituals to protect their time at home. Fourth, they cultivate champions in senior management who protect them from skeptics and advocate for their arrangements up and down the ranks. And last, they remind their colleagues that, despite their part-time status, they're still major players in the organization who cannot be ignored.