Alternative Paths of Green Entrepreneurship: The Environmental Legacies of the North Face’s Doug Tompkins and Patagonia’s Yvon Chouinard

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Alternative Paths of Green Entrepreneurship: The Environmental Legacies of the North Face’s Doug Tompkins and Patagonia’s Yvon Chouinard

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Title: Alternative Paths of Green Entrepreneurship: The Environmental Legacies of the North Face’s Doug Tompkins and Patagonia’s Yvon Chouinard
Author: Jones, Geoffrey G.; Gettinger, Ben

Note: Order does not necessarily reflect citation order of authors.

Citation: Jones, Geoffrey, and Ben Gettinger. "Alternative Paths of Green Entrepreneurship: The Environmental Legacies of the North Face’s Doug Tompkins and Patagonia’s Yvon Chouinard." Harvard Business School Working Paper, No. 17-034, October 2016.
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Abstract: This working paper examines the impact of two entrepreneurs who offered alternative paths to reach their shared goal of a more sustainable world. Yvon Chouinard and Doug Tompkins were respective founders of the prominent outdoor apparel brands Patagonia and The North Face. Chouinard pursued incremental sustainability strategies over decades at his firm. Tompkins, who went on to manage the fashion company Esprit, opted in 1989 to exit business entirely having concluded that capitalism could never be sufficiently sustainable to reverse environmental degradation. He purchased 1.5 million hectares of land in Chile and Argentina which he converted to protected areas and national parks. The Chouinard strategy represented best practice green entrepreneurship which if widely adopted might markedly reduce the environmental impact of business, but its full execution appeared possible only because Patagonia was a private company. The Tompkins dual strategy of exit from business and application of entrepreneurial skills to conservation resulted in large environmental gains, including sequestering and storing an estimated 80 million tons of carbon. We lack the metrics and methodologies to compare rigorously which offers the better path to sustainability, but a case can be made that the application of entrepreneurial talents to activities beyond for-profit business (of which conservation is one example) might be a more effective strategy.
Terms of Use: This article is made available under the terms and conditions applicable to Open Access Policy Articles, as set forth at http://nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of-use#OAP
Citable link to this page: http://nrs.harvard.edu/urn-3:HUL.InstRepos:30907316
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