Cultures can “drive” organizations in any number of ways with any number of outcomes. American Apparel was built on a culture undergirded by poor management and unhappy employees who, after a promising start and a “60 Minutes” profile, had little, if any, commitment to the health and strength of the organization. The brand grew quickly and, for a time, was admired for providing low cost, “cool” made-in-America apparel. It hit a cultural nerve.