Culture fit is a euphemism for shared values, and those are a mix of where strategy meets background. Trouble I have seen is that companies don't talk about th

Culture fit is a euphemism for shared values, and those are a mix of where strategy meets background. Trouble I have seen is that companies don't talk about those two things because they truly are the value proposition of the firm. Often this is not precisely clear. The real strategy of a company is necessarily hidden, but the direction it yields is something people can align to, knowingly or more often, not. Is the strategy to get acquired for IP or because they were positioned to execute in a growth market, or maybe to create or dominate a market? These are radically different, but you can tell by looking at a cap table and an office what their plan is. Do they need people to not ask questions, or do they need compelling visionaries? Maybe they need people to keep the ball in the air, engineers to optimize and scale big ideas, or new blood in an ossified institution. Those strategic outcomes define culture. When I hear people say, "culture eats strategy for breakfast," I always think, "yeah, without strategy, culture starves." As you can tell I'm a real hit at off sites.