This document discusses driving change and being an agent of change. It begins by warning naysayers and obstructionists that change agents will beat them. It says change for its own sake is bad, but change in the right direction is good. It identifies leaders and "clock changers" as types of change agents. It lists assets of change agents like being problem solvers. It identifies five reasons organizations fail to drive needed change: fear, tension, being too radical, risk avoidance, and unfulfilled promises. It discusses the customer-performer relationship and the four phases of an action cycle: offer, agreement, performance, and delivery/acceptance. It encourages the reader to drive change everyday, create competition and tension, change