ABSTRACT
This chapter presents the organisational revolution caused by the introduction of the personal computer as an analogy for the required environmental management changes and then develop a guide to making this revolutionary change happen. It describes the four key obstacles that create the 'green wall', giving both a snapshot of the pre-revolution situation and a vision of each after the revolution. The chapter offers a primer on ways to overcome the 'green wall' and fully integrate the environmental management team with the core business functions of the organisation. It also offers the ideal change process that facilitates bulldozing the 'green wall' and six mission-critical pointers for a successful revolution. Concurrent with changes in the nature of environmental strategy, the firm must also deal with another form of pressure from stakeholders. The problems faced by the EHS team in the prototypical company are analogous to the problems faced by data-processing/information systems teams during the development and integration of the personal computer.
