
Patagonia founder Yvon Chouinard's manifesto reveals how environmental activism saved his company money while revolutionizing business sustainability. A bestseller in multiple languages, this reluctant entrepreneur's guide proves that doing good isn't just ethical - it's surprisingly profitable.
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What if your boss told you to drop everything and go catch the waves? In 1970, while most American companies were installing time clocks and monitoring bathroom breaks, a small climbing equipment shop in Ventura, California posted a radical policy: when the surf's good, everyone can leave. The blacksmith-turned-businessman behind this decision wasn't trying to build an empire. He just wanted to make better gear and spend more time outdoors. Yet this simple philosophy-that work should bend around life, not the other way around-became the foundation of Patagonia, a company that would challenge every assumption about how business should operate. Decades later, while corporate scandals dominate headlines and climate change accelerates, this unconventional approach has created not just a profitable enterprise but a blueprint for capitalism with a conscience. The Patagonia story begins in a forge, not a boardroom. Throughout the 1960s, Chouinard hammered out climbing pitons by hand, working just enough to fund his next climbing trip. He and his friends lived in vans, paid themselves hourly wages, and operated from basement apartments. Their business model was beautifully simple: create the best equipment possible, keep costs low, and prioritize time in the mountains over money in the bank. By 1970, they'd become America's largest climbing hardware supplier-but success brought an uncomfortable revelation. Their most popular product, the steel piton, was scarring the rock faces they loved. Climbers were literally destroying what they cherished most. The decision they made next would define everything that followed: they phased out their bestselling item and developed aluminum chocks that left no trace. Their 1972 catalog boldly promoted this "clean climbing" approach, essentially telling customers to stop buying what made them the most profit. Older climbers resisted initially, but the market shifted. Sometimes doing the right thing actually works.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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