Whenever a plan for organizational change is unveiled, it is invariably accompanied by assurances that the speed of change will be exceptionally rapid and will surpass any historical standards. However, it is hardly surprising that an examination of organizational change in practice reveals many instances where change progresses at a considerably slower pace. This edited volume explores the reality of speed in organizational change. Is the pace of change truly accelerating? Is speed always desirable in organizational change? What impact does the promotion of "speed" have on our perceptions of the change process? Surprisingly, there is limited debate surrounding the speed of change within organizations. One contributing factor to this lack of discussion is the scarcity of research explicitly addressing the issue. This book includes chapters that explore different organizational contexts and perspectives, including technological developments and AI, the role of globalization, charismatic entrepreneurs, sports clubs, and the impact of management education. It will be of great interest to scholars and students of organization studies, strategy, entrepreneurship, and innovation.