1. What do you think are the key dimensions of culture that make Patagonia successful? How does the organization help to foster this culture?

2. Does Patagonia use strategies to build its culture that you think could work for other companies? Is the company a useful model for others that aren’t so tied to a lifestyle? Why or why not?

3. What are the drawbacks of Patagonia’s culture? Might it sometimes be a liability, and if so, in what situations?

For Patagonia, linking employees with the natural environment is a major part of the culture.

New hires are introduced to this mindset very quickly. Soon after starting at Patagonia, marketing executive Joy Howard was immediately encouraged to go fly fishing, surfing, and rock climbing all around the world.. Other practices support this outdoors-oriented, healthy culture. The company has an on-site organic café featuring locally grown produce. Employees at all levels are encouraged through an employee discount program to try out activewear in the field. And highly flexible hours ensure that employees feel free to take the occasional afternoon off to catch the waves or get out of town for a weekend hiking trip. Are there bottom-line benefits to this organizational culture? Some corporate leaders think so. 

Patagonia’s culture obviously makes for an ideal workplace for some people but not for others who don’t share its values. People who are just not outdoor types would likely feel excluded.