Patagonia Case Assignment MSOD 617 Louise Keefe, Ron Milam & Laura Woodward September 23, 2013
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Patagonia Case Assignment Patagonia’s “futuring” capability Based on the case study provided, Patagonia is more values based than future based. They are less concerned about specific future scenarios and more focused on a values-based approach to their business, focused on sustainability. “SMO’s (Sustainable Managed Organizations) need to look at short-, medium, and longterm business horizon, and there is a specific purpose for each. The long-term view considers possible future strategic intents and the operating assumptions that will drive them whereas short-term futuring guides adjustments to the current strategic intent.” (Lawler & Worley, 2011, Ch. 5, page 111/449-ibooks). While Patagonia appears to be looking for new technology to make their products even less impactful to the environment, they are not actively engaging in scenario sessions. They did bring up the fact that the generation that currently fits in their “core” is aging. They were bringing in “outside talent” to discuss which might imply disconnect on their part to longer-term need for change. “SMO’s focus their futuring process on three effectiveness areas: financial performance, social value, and the natural environment.” (Lawler & Worley, 2011, Ch. 5, page 113/449ibooks). Patagonia is focused on four: Quality, financial, social, and environment. They seem to have hit the mark here. “SMO’s involve a lot of people in their futuring process.” (Lawler & Worley, 2011, Ch. 5, page 114/449-ibooks). “To support innovation, Patagonia gathered feedback on its products from world-class climbers and other professional athletes (the “ambassadors”). Patagonia also spent about $150,000 annually on in-the-field testing…” (Reinhardt, 2004, p. 7). It appears that to them they are
