“Culture eats strategy for breakfast,” the preeminent management guru, Peter Drucker, once famously observed. And that begs the question, does corporate culture reign supreme above all else, or could it, in turn, be somebody else’s lunch?  Whether or not your company’s corporate narrative is hungry for culture, is a matter of perspective. But I’m convinced that a strong, viable culture is a consequence of meaning-making by those who share it, and meaning is a basic manifestation of the stories companies tell to and about themselves.    [Read: We need to unmask the inner turmoil of founders — so here’s my story] Strategic…

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