PDF Summary:Let My People Go Surfing, by Yvon Chouinard

From its origin as a modest rock climbing equipment shop, Patagonia has become not only a globally recognized outdoor gear and apparel company but also a beacon of sustainable business. In Let My People Go Surfing, the company’s founder Yvon Chouinard shares his journey from nature enthusiast to creator of the eco-friendly company. He critiques traditional profit-first business practices and encourages companies to be conscious of their environmental footprint. With Patagonia’s unique business model, Chouinard aims to demonstrate that success is possible when a company puts its customers, employees, and the planet before profits.

In this guide, we'll trace Patagonia’s journey, the obstacles it faced in its growth, and the principles that serve as the company's guiding light for conducting business while being responsible to its employees, its customers, and the planet. Along the way, we'll provide additional insights about how business and the environment intersect, and we’ll explore other authors' ideas and tips for applying forward-thinking business philosophies to your life and businesses.

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(Shortform note: Patagonia has since created a new mission statement: “We’re in business to save our home planet.” According to Patagonia’s director of philosophy Vincent Stanley, the company adopted this new mission to demonstrate its commitment to making a positive impact through regenerative agriculture and to inspire hope in response to the escalating environmental crisis. Stanley writes that the new mission immediately provoked introspection among Patagonia’s employees, encouraging them to consider how they could contribute to this change.)

Principle #1: Design High Quality Products

One of the core tenets of Patagonia’s business philosophy is to design high quality products that are built to last. Chouinard argues that one of the major reasons for the environmental crisis is that people buy too many products and consume too many resources. Quality products lead to less waste and less consumption compared with cheap products that are quickly discarded, so by creating products that last longer, Patagonia hopes to combat this wasteful consumption.

(Shortform note: A culture of mass consumption not only harms the environment, but it also exacerbates the difficulties faced by people who are less privileged. In Poverty By America, Matthew Desmond argues that consumerism indirectly fuels poverty. This is because the workers laboring to meet the ever-higher demand for cheap goods and rapid deliveries are frequently underpaid and exploited. Thus, reducing consumption and making mindful purchases can mitigate both environmental harm and the perpetuation of poverty.)

According to Chouinard, a high quality product is:

1. Functional. Patagonia designs its products to be as simple, practical, and multifunctional as possible. Each product begins with a function in mind—such as clothing to keep wearers warm and dry. This way, the company avoids adding unnecessary features that would complicate the products and waste resources.

(Shortform note: In The Design of Everyday Things, Don Norman refers to the tendency to add more features to a well-designed product as “featuritis.” He writes that product developers fall prey to featuritis for several reasons: They want to satisfy existing customers’ desires for new features, keep pace with competitors, or entice customers to upgrade. Norman argues that adding more features often degrades the overall quality of the product, and he suggests companies focus on developing the strengths of their products rather than adding new features.)

2. Durable. Chouinard explains that the weakest component of a product determines its lifespan. For example, a jacket may have a sturdy fabric, but if the zipper is of poor quality, the jacket won’t be usable for long. With this in mind, Patagonia conducts rigorous tests on every part of a product to make sure that they all have the same durability. Their products last longer as a whole and make the most of the resources required to produce them.

(Shortform note: Some manufacturers deliberately design products to break down or grow out of date within a certain time period—a strategy called planned obsolescence. The logic behind this strategy is that it creates a consumption cycle, guaranteeing that customers will come back and purchase replacements in the future. For example, people regularly replace their smartphones as components built to last only a few years wear down over time or become incompatible with new software. While beneficial from a business standpoint, this perpetuates consumerism, wastes resources, and harms the environment.)

3. Repairable. To minimize waste, Patagonia encourages its customers to repair worn products instead of throwing them away. They support this initiative through programs like Worn Wear, which allow customers to trade in used Patagonia clothing, and they also provide resources for people to repair their gear.

(Shortform note: Patagonia’s eco-driven approach stands in stark contrast to fast fashion—a business model that focuses on rapidly producing stylish, low-priced clothing. Research shows that, in 2014, people purchased 60% more clothing than they did 15 years prior, yet they keep each clothing item for only half as long. In fact, many consumers discard their cheapest garments after only seven or eight wears. Experts suggest that fast fashion remains popular because consumers are either unaware or overlook the environmental impact. Because of this, companies like Patagonia, by implementing sustainable practices, have the potential to usher in key transformations in the fashion industry.)

Principle #2: Manufacture Products Sustainably

Another guiding principle of Patagonia is sustainable production. According to Chouinard, it’s as important to monitor a product’s production process as it is to design a high quality product. Thus, Patagonia cares about the full life cycle of their products—from the moment they’re manufactured to the moment they fall into disuse.

(Shortform note: Patagonia’s production methods align closely with a green management strategy called product stewardship. Under this approach, every party involved in the manufacture, sale, or use of a product is responsible for its environmental impact. The strategy redirects waste management duties (like collection, transport, and other end-of-life procedures) from local governments to the manufacturers of the products themselves. Many experts advocate for this strategy, arguing that producers typically have the most power to minimize the environmental footprint of their products.)

Chouinard explains some ways Patagonia takes responsibility during its product production process:

First, the company focuses on forming strong relationships with the people and companies who manufacture its products. It does this by involving producers in the design process, choosing producers based on the quality of their work, and setting up the manufacturing process correctly the first time. It also requires all contributors to the process to abide by fair labor practices. This ensures that, even with the company’s large size, they create products that come as close to handmade quality as possible.

(Shortform note: While Chouinard suggests you form strong relationships with manufacturers to ensure products are made sustainably, he doesn’t explain how to find a sustainable manufacturer in the first place. Other experts suggest you start by defining your sustainability standards, which might include how a partner sources raw materials, uses clean energy, or their recycling practices. Then, you can look for potential manufacturers through trade shows focused on sustainability or through sourcing tools. When assessing potential manufacturers, look for sustainability credentials or certifications.)

Second, Patagonia regularly investigates how its products are made. Chouinard argues that to be environmentally responsible, you must actively educate yourself about your business processes and seek more eco-friendly ways of creating products. For example, after researching how different clothing fibers are grown and what chemicals are commonly found in dyes, Patagonia was able to identify more eco-friendly alternatives and transition to organic cotton and less toxic dyes. By asking questions rather than turning a blind eye, the company continually seeks new ways to reduce its environmental cost.

(Shortform note: Some experts suggest using four factors to assess the environmental sustainability of your production methods. At each stage, from sourcing and manufacturing to use and disposal, consider 1) the climate impact by measuring CO2 emissions, 2) natural resource use, 3) effects on ecosystems, and 4) levels of pollution. Identifying these specific aspects can help your company determine where refinements are necessary.)

Principle #3: Be Authentic

Rather than crafting an artificial or exaggerated public image, Patagonia focuses on authentically operating according to its core values and its mission to protect the environment. For instance, the company’s guiding principles stem from a love for nature, a sense of freedom, and a refusal to conform to corporate norms.

(Shortform note: Experts define brand authenticity as how genuine, transparent, and consistent customers perceive a brand to be in its communication and actions. Improving brand authenticity has several benefits: It increases customer trust and loyalty and also enhances your brand’s quality and iconicity. Research suggests that many consumers want companies’ authenticity to reflect a true commitment to important issues: 90% of Generation Z consumers believe that companies should tackle environmental and social issues. Studies also show that two-thirds of global consumers would abandon a brand based on its stance on controversial issues.)

Instead of relying on typical advertising tactics, Patagonia adopts several methods to introduce people to their products:

1. Hire product enthusiasts. Chouinard writes that great products are best created by the people who would use them because they’ll have a first-hand understanding of what users need and desire. Patagonia, therefore, hires people who share its passion for the rugged outdoor life.

(Shortform note: Some business experts refer to these employees as superconsumers—customers with passionate, first-hand knowledge about your products. Superconsumer employees bring energy, empathy, and creativity to your organization, and their enthusiasm boosts the energy and morale of the whole organization. They can also better empathize with customers, ensuring a customer-centric approach. Lastly, because of their detailed understanding of the products, they can contribute insightful observations and novel ideas.)

2. Share authentic stories. Patagonia produces a catalog that shares photos and stories of customers using their products in action. Instead of pushing sales, this catalog builds trust in the products based on people’s real-life experiences.

(Shortform note: Sharing authentic stories that show real customers using products plays into a cognitive bias called social proof: We tend to follow what others do because we assume they know what is best for them. In Influence, Robert Cialdini explains that we imitate others as a mental shortcut—modeling others’ behaviors saves us the effort of having to analyze everything ourselves. Therefore, showing a catalog of real people enjoying your company’s products can be an effective marketing tactic that encourages sales without outright pushing them.)

3. Focus on educating over advertising. Patagonia educates its customers in two ways: First, by providing thorough and accurate product descriptions and details, and second, by sharing stories that promote environmental sustainability.

(Shortform note: When you educate customers with quality information, you give your customers something of value before you ask them to buy your product. In Launch, Jeff Walker argues that this technique is more effective because when you provide your customers something valuable before mentioning sales, you establish trust and authoritativeness. This makes people more eager to reciprocate your generosity and purchase your product.)

Principle #4: Grow the Company Naturally

Another principle of Patagonia’s is that it prioritizes the health of the environment over profit. Chouinard argues that pushing rapid business growth is harmful for the environment because the bigger a business grows, the more natural resources it uses and the more consumerism it promotes. Thus, instead of trying to maximize growth and profits through advertising and other marketing efforts, Chouinard focuses on growing the company at a natural rate—one that’s determined by customer demand. He sees profits not as a goal just for their own sake but as a means to stay in business and to support the environment, and he argues that profits come naturally if you’re doing a good job.

One way Patagonia maintains its natural growth is by remaining a privately owned company not beholden to the expectations of external investors or shareholders. This allows the company to operate according to its core values and its environmental mission.

(Shortform note: In Good Strategy Bad Strategy, Richard Rumelt explains the difference between healthy and unhealthy growth: Healthy growth comes from a combination of growing demand and expanded capabilities. Conversely, unhealthy growth, which is forced through acquisitions that often don’t match the company’s original vision, often ends in failure. Therefore, rather than caving into demands from investors and shareholders, companies might be better off emulating Patagonia and viewing growth as a result of a successful business rather than the cause of it.)

Principle #5: Nurture Employees By Giving Them Freedom, Trust, and Benefits

Another core tenet of Patagonia’s business philosophy is prioritizing the well-being of its employees. Chouinard writes that he wants Patagonia to be an enjoyable place to work—a place that feels familial rather than corporate and appeals to the independent and free-spirited “dirtbags” who represent what the company is all about. He traces these values back to the company’s early days when he forged climbing hardware with friends.

(Shortform note: In Delivering Happiness, former CEO of Zappos Tony Hsieh agrees with Chouinard on the importance of prioritizing employee well-being. He argues that by creating a culture devoted to making employees happy, companies will naturally fulfill their other objectives and achieve continued success. This is because happier employees are more productive and produce better work. To create such a culture, Hsieh recommends nurturing three qualities within the workplace: friendship, support, and innovation.)

He contends that Patagonia spearheaded the trend of more casual workplaces by nurturing its employees in several ways:

1. Encouraging work-life balance. Patagonia promotes a rich and adventurous lifestyle among its employees with its “Let My People Go Surfing” flextime policy, which allows employees to work flexible hours as long as they get their work done without impacting the work of others. Patagonia employees can take time off for anything from catching an afternoon surf to furthering their education to caring for their children.

(Shortform note: In No Rules Rules, Reed Hastings explains Netflix’s similar unlimited vacation policy and writes that such a policy improves employee performance, attracts top talent, and cultivates mutual trust. However, he cautions that this increased freedom can lead to problems if it’s not somewhat regulated. To prevent employees from taking too much time off or from leaving at crucial times, Hastings suggests you give them enough relevant information to make good decisions. Conversely, to prevent workers from taking too little vacation time, set an example by taking big vacations and talk openly about them.)

2. Eliminating hierarchies. Patagonia values open communication and collaboration over corporate bureaucracy, and as such, offers an egalitarian workspace with no private offices or special parking spaces. Chouinard argues that effective communication and a sense of equality encourage employees to feel accountable and motivate them to work efficiently and productively.

(Shortform note: Though many companies have transitioned to open workplaces to promote collaboration, some experts argue that such forced openness can be ineffective and counterproductive. One study of two firms found that face-to-face interactions fell by 70% after they transitioned to open offices. Researchers suggest that in open spaces, people adopt behaviors to create a sense of solitude—for instance, avoiding eye contact or using headphones to block out distractions. Ultimately, experts suggest that the best way to foster productive collaboration is to experiment with workplace layouts and to find one that best matches your company’s goals.)

3. Offering on-site child care. Recognizing that it can be hard for working parents to find quality and affordable childcare, Patagonia manages several on-site child development centers that provide stimulating learning environments for children. The company also encourages parents to spend time with their children during the day. According to Chouinard, having employees’ children on-site creates a more comfortable, family-like atmosphere and increases employee happiness and productivity.

(Shortform note: Compared to a national average, where nearly 35% of women don’t return to their jobs post-childbirth, Patagonia boasts a return rate of 100% post-maternity leave. This perfect retention rate is a testament to the effectiveness of the company’s commitment to creating an environment that supports working parents.)

Principle #6: Implement Environmentally Friendly Practices

Lastly, Patagonia strives to use its influence and resources to fight the environmental crisis. Chouinard argues that businesses (like Patagonia) that use natural resources must take responsibility for the effects they have on the environment. He writes that many turn a blind eye to their environmental impact, engaging in wasteful practices to maximize profit and grow rapidly. He argues that to run a business while being environmentally conscious, businesses have to be willing to sacrifice short-term rewards for long-term gains.

Chouinard details a few ways Patagonia works to be more environment-friendly:

1. Reducing waste and energy consumption. Patagonia uses organic and recycled materials, such as organic cotton, hemp, recycled polyester, and recycled nylon. The company also reuses cardboard boxes and paper and has renovated its facilities to have energy-efficient lighting.

2. Donating to fight the environmental crisis. Chouinard recognizes that despite their best efforts, as a clothing company that uses up natural resources and produces products for people to consume, Patagonia will always exact some toll on the environment. Because of this, the company donates 1% of its sales to nonprofit environmental groups as a form of redress for staying in business. Since 1985, the company has given over $79 million to environmental organizations.

3. Encouraging other businesses to reduce their environmental footprint. Patagonia is not only a leader in sustainable business, but a catalyst for change in the industry. The company invests in environmentally responsible start-ups and openly shares its principles and workplace innovations so other businesses can become more sustainable.

The Doughnut Economy: A More Sustainable Economic Model

One reason why many businesses don’t adopt more eco-friendly practices like Patagonia may be because our current economic system is based primarily on accumulating wealth, which fails to take into account the health and limited resources of the planet. In Doughnut Economics, Kate Raworth puts forth an alternative, more sustainable economic model known as a “doughnut economy,” which balances meeting human needs and preserving the planet’s resources.

The doughnut economic model consists of two circles: The inner circle represents deprivation—-the area below the minimum level of resources that people need to live a good life (such as food, shelter, and health care). The outer circle represents the ecological limits of the planet. The goal is for society to operate between these two rings—providing people with the goods and services they need without exhausting the planet of its resources.

Raworth argues that to stay within this ecological ceiling, companies must shift the global economic order from an extractive economy to a regenerative economy. To do so, companies must abandon the linear “make, consume, discard” model and focus on a circular production model by making recycling and reusing materials a core component of their business models. This approach would go a long way toward achieving Patagonia’s goals of reducing companies’ environmental footprints, and if paired with Chouinard's commitment to donating to environmental causes, would help companies live up to his ideal of sacrificing short-term rewards for long-term gains.