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In fact, the company has fifteen plants within a twelve-mile radius in Delaware and Maryland. The buildings only have to be distinct enough to allow for an individual culture in each. "We've found that a parking lot is a big gap between buildings," one longtime associate, Burt Chase, told me. "You've got to pick yourself up and walk across the lot, and that's a big effort. That's almost as much effort as it takes to get in your car and drive five miles. There's a lot of independence in just having a separate building." As Gore has grown in recent years, the company has undergone an almost constant process of division and redivision. Other companies would just keep adding additions to the main plant, or extend a production line, or double shifts. Gore tries to split up groups into smaller and smaller pieces. When I visited Gore, for example, they had just divided their Gore-Tex apparel business into two groups, in order to get under the 150 limit. The more fashion-oriented consumer business of boots and backpacks and hiking gear was going off on its own, leaving behind the institutional business that makes Gore-Tex uniforms for firefighters and soldiers ...»