Revolutions don't happen. They are created. To create them, the aspiring revolutionary must have passion, intelligence, political savvy, and, above all, a good plan. Lucy Lettis takes a look at what the revolutionary must have and do to effectively change their organization.

Somewhere between revolutionaries and party-line followers are tempered radicalsprofessionals who want to advance change in their organization, yet must stay within the system to do so. Debra Meyerson studied these people and eventually wrote a book, Tempered RadicalsHow People Use Difference to Inspire Change at Work, about them. She took some time to talk with Douglas Newcomb about what tempered radicals are and how they change their organizations.

Fast Company: An Interview with Alan Webber

As the New Economy rises and falls, Alan Webber's magazine, Fast Company, is there to chronicle it. The magazine has made a quite a mark in its first five years, linking a community of people through websites, conferences, and the publication itself. Webber spoke with Jeff De Cagna about where the new economy is headed and where information professionals fit in.