Management and Workbook Process

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MEMORANDUM
TO: Patagonia, Inc.
FROM: Thompson Rivers Consulting LLP
CC: Mr. David Olsen
DATE: 19 October 2012 SUBJECT: ANALYSIS OF THE WORKBOOK PROCESS

As a leading pioneer in outdoor retailing and a company at the forefront of the movement for environmental sustainability, we write this letter in response to your request to evaluate your current Workbook Process and appraise the advantages as well as the drawbacks to the system. We are not in favour of the current Workbook Process for reasons that we will list for you. We feel that a company with such a reputation as Patagonia, Inc., needs to adopt a less sophisticated but progressive system.
MAIN FINDINGS
With the research we carried out it was very clear and apparent to us that the Workbook Process was ineffective. However, it did open up communication among employees, and it also encouraged employees to share their ideas with some upper level management. We do feel that the process can be improved upon.
OVERVIEW OF THE WORKBOOK PROCESS
The Patagonia Workbook Process in our view was designed to make information about the company’s planning, budgeting and quality improvement flow more fluently amongst all the employees. The Process was also designed to encourage the employees to take a more active role in the company’s planning, operating review and decision making process. We will start our analysis by critiquing and listing what we feel are major concerns of the workbook process.
CONCERNS OF THE WORKBOOK PROCESS * The Process of sharing information could weaken the managers’ powerbase, because selective disclosure of information can be used to control and to manipulate employees to do their work. * Expensive system because training is required for the employees to learn and to understand the system. In addition, training is time consuming. * The poor deliverance of financial information, due to the fact that some employees did not want to participate in the

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