Lululemon Essay

Lululemon Athletica is an athletic apparel company founded in a Canadian yoga studio in 1998(Lululemon, n.d.). "[I]nspire you to live #thesweatlife every day" is their slogan(Lululemon, 2018). According to the website, they mainly focused on Five core values. The first is personal responsibility: honesty and integrity built the foundation of lululemon. They committed that fully responsible for the choices and the consequences they bring. Connection is the second value, paying attention to everyone's uniqueness and having trusting relationships with consumers and their workforce. At the same time, making people feel a sense of belonging is lululemon's other passion. Their work centred on "Inclusion for all"(Lululemon, n.d.) for employees, ambassadors,

Organisational climate has also been introduced to different organisational cultures. Lululemon is an example of how a company deals with organisational culture. The successful revenue increase (McKinnon, 2022) shows that Lululemon's culture is effective and distinctive, especially since it can inspire other companies to create their own cultures. By analysing the three levels in the model of Organisational Culture, Lululemon created a committed company and a company that was inspiring and an adhocracy company in the Competing Values Framework. Lululemon's culture is changing its employees' behaviours and beliefs. However, many negative comments were posted on Glassdoor(Appendix Figure 4). For instance, "leaders over-scrutinise workers, setting impossibly high expectations even for part-timers". As a global company, with 10000+ employees (Glassdoor, n.d.), too many factors should be considered. It has also shown some problems with leadership management and company culture. Increasing the influence of culture within a company and incorporating it into employees' basic assumptions is imperative for all companies. As one of the differences between culture and climate, "[culture] is rooted in history, collectively held, and sufficiently complex to resist many attempts at direct manipulation" (Denison, 1996). Organisational culture needs long-term development and maintenance, which is about all the staff, and their joint