Chouinard’s idea of a different type of business is of work as an extension of life:

Work had to be enjoyable on a daily basis. We all had to come to work on the balls of our feet and go up the stairs two steps at a time. We needed to be surrounded by friends who could dress whatever way they wanted, even be barefoot. We all needed to have flextime to surf the waves when they were good, or ski the powder after a big snowstorm, or stay home and take care of a sick child. We needed to blur that distinction between work and play and family (105).

However, he doesn’t reject conventional business philosophy out of hand; he reads countless books on business in various countries, searching for a company to emulate. The only company that shares his values is Esprit, owned by his friend Doug Tompkins—who earlier started The North Face in the 1960s. Esprit is further along in its development than Patagonia or Chouinard Equipment and provides a helpful role model to those growing companies.

After solving the rugby-shirt-caused cash-flow crisis by securing a line of credit, Patagonia begins focusing on making multifunctional technical clothing, inspired by Chouinard’s enthusiasm for learning new activities, such as whitewater kayaking.