& $'$(J'(!J'! % -&-**-" ' +! ) 'WJ*-'&)'% ! 187 ! especially where permits to proceed must be obtained from local govern- ments. Organi[ations in the future will be well advised to assess the environmen- tal impact of all their decisions. In conjunction with suppliers, customers, em- ployees, and the community, managers will need to address explicitly their contributions to environmental degradation as they manufacture products or deliver services. Environmentally neutral or enhancing products, processes, and services will receive the support of society and thereby ensure their con- tinued existence. Those that fail to respond will likely fail as they lose out to firms with responsive and responsible management. Environmental leader- ship will be most evident in those organi[ations that establish a specific envi- ronmental management office to focus attention on this growing issue. I MPLICATIONS FOR M ANAGERS Until the 1970s, the United States was a formidable competitor in world markets, and American business was dominant. American management was both admired and feared. But a new industrial revolution characteri[ed by an emphasis on quality, productivity, waste reduction, and continuous opera- tions improvement quietly took shape in the 1960s and 1970s, notably in Japan, and burst on the scene in the 1980s. Many once-proud industries stumbled in the face of foreign competition and were forced to start playing