What I learned from rereading Let My People Go Surfing: The Education of a Reluctant Businessman by Yvon Chouinard.This episode is brought to you by: Tiny: Tiny is the easiest way to sell your business. Tiny provides quick and straightforward exits for Founders.  ----This episode is brought to you by Hampton: Hampton is a highly vetted membership community for entrepreneurs, founders and CEOs. Join the private network for high-growth founders.----Follow one of my favorite podcasts Invest Like The Best !----[3:45] One of my favorite sayings about entrepreneurship is: If you want to understand the entrepreneur, study the juvenile delinquent. The delinquent is saying with his actions, “This sucks. I’m going to do my own thing.”[4:32] The original intent for writing Let My People Go Surfing was for it to be a philosophical manual for the employees of Patagonia. We have always considered Patagonia an experiment in doing business in unconventional ways.[7:48] MeatEater Podcast #188 Yvon Chouinard on Belonging to Nature[7:55] The first part of our mission statement, “Make the best product,” is the cornerstone of our business philosophy. “Make the best” is a difficult goal. It doesn’t mean “among the best” or the “best at a particular price point.” It means “make the best,” period.[9:58] When I die and go to hell, the devil is going to make me the marketing director for a cola company. I’ll be in charge of trying to sell a product that no one needs, is identical to its competition, and can’t be sold on its merits. I’d be competing head-on in the cola wars, on price, distribution, advertising, and promotion, which would indeed be hell for me. I’d much rather design and sell products so good and unique that they have no competition.[14:32] We were like a wild species living on the edge of an ecosystem: adaptable, resilient, and tough.[14:49] I believe the way towards mastery of any endeavor is to work towards simplicity. The more you know, the less you need.[15:49] The Little Prince by Antoine de Saint-Exupéry[17:59] Complexity is often a sure sign that the functional needs have not been solved. Take the difference between the Ferrari and the Cadillac of the 1960s. The Ferrari’s clean lines suites its high-performance aims. The Cadillac really didn’t have any functional aims. It didn’t have steering, suspension, aerodynamics, or brakes appropriate to its immense horsepower. All it had to do was convey the idea of power, creature comfort, of a living room floating down the highway to the golf course. So, to a basically ugly shape were added all manner of useless chrome: fins at the back, breasts at the front. Once you lose the discipline of functionality as a design guidepost, the imagination runs amok. Once you design a monster, it tends to look like one too.[21:29] Shoe Dog: A Memoir by the Creator of Nike by Phil Knight. (Founders #186)[28:02] Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys by Joe Coulombe. (Founders #188)[28:55] There are different ways to address a new idea or project. If you take the conservative scientific route, you study the problem in your head or on paper until you are sure there is no chance of failure. However, you have taken so long that the competition has already beaten you to market. The entrepreneurial way is to immediately take a forward step and if that feels good, take another, if not, step back. Learn by doing, it is a faster process.[31:33] Can a company that wants to make the best-quality outdoor clothing in the world be the size of Nike? Can a ten-table, three-star French restaurant retain its third star when it adds fifty tables? The question haunted me throughout the 1980s as Patagonia evolved.[35:47] I was still wondering why I was really in business.[38:17] We had to begin to make all of our decisions as though we would be in business for a hundred years.[39:02] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)[39:13] Jeff Bezos on what he learned