Epic Change

Leaders don't get paid to maintain the status quo. This fact surfaces early on in Timothy R. Clark's latest work: Epic Change: How to Lead in the Global Age. In many ways, it serves as the thesis statement for all that follows it. Leaders are expected to be the change agents of their organizations, and Clark, drawing on his background as principal of his own consulting and training firm, aims to set out a roadmap for creating and managing successful organizational change in the global marketplace. He does this by using his EPIC system (hence the book's title) for change management—evaluate, prepare, implement and consolidate. Clark stresses that change rarely fails for lack of strategy, and shows that it's the discretionary efforts of people who make change happen. How and when it happens, of course, is one of the main jobs of company leadership, and Clark offers head honchostactical tools and practical pointers to sustain the energy of any change effort.

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