You see glimpses of it in how Epic Games evolved from game engines to virtual worlds to digital marketplaces, or how Stripe started as a payments processing platform but expanded into publishing books on technological progress, funding atmospheric carbon removal, and running an AI research lab.
Think about what an operating system is: the fundamental architecture that determines what's possible within a system. It manages resources, enables or constrains actions, and creates the environment in which everything else runs.
The dominant view looks at narrative as fundamentally extractive: something to be mined for short-term gain rather than built upon. Companies create compelling stories to sell something, manipulate perception for quick wins, package experiences into consumable soundbites. Oil companies, for example, like to run campaigns about being "energy companies" committed to sustainability, while their main game is still extracting fossil fuels. Vision and mission statements claim to be the DNA of a business, when in reality they're just bumper stickers.
When a narrative truly functions as an operating system, it creates the parameters of understanding, determines what questions can be asked, and what solutions are possible. Xerox PARC's focus on the architecture of information wasn't a fancy summary of their work. It was a narrative that shaped their entire approach to imagining and building things that didn't exist yet. The "how" became downstream of that deeper understanding. So if your narrative isn't generating new realities, you don't have a narrative. You have a tagline.
Most companies think they have an execution problem when, really, they have a meaning problem.
They optimise processes, streamline workflows, and measure outcomes, all while avoiding the harder work of truly understanding what unique value they're creating in the world. Execution becomes a convenient distraction from the more challenging philosophical work of asking what their business means.
A narrative operating system fundamentally shifts this dynamic from what a business does to how it thinks. The business itself becomes almost a vehicle or a social technology for manifesting that narrative, rather than the narrative being a thin veneer over a profit-making mechanism. The conversation shifts, excitingly, from “What does this business do?" to "What can this business mean?" The narrative becomes a reality-construction mechanism: not prescriptive, but generative.
When Stripe first articulated their mission to "increase the GDP of the internet" and “think at planetary scale”, it became a lens to see beyond just economic output. It revealed broader, more exciting questions about what makes the internet more generative: not just financially, but intellectually and culturally. Through this frame emerged problems worth solving that stretched far beyond payments:
What actually prevents more people from contributing to the internet's growth?
Why has our civilisation's progress slowed?
What creates the conditions for ambitious building?
These questions led them down unexpected paths that seem obvious in retrospect.
Stripe Atlas enables more participants in the internet economy by removing the complexity of incorporating a company anywhere in the world. Stripe Climate makes climate action as easy as processing a payment by embedding carbon removal into the financial infrastructure itself. Their research arm investigates why human progress has slowed, from the declining productivity of science to the bureaucratisation of building. And finally, Stripe Press—my favourite example—publishes new and evergreen ideas about technological progress.
The very metrics meant to help the organisation coordinate end up drawing boundaries around what it can imagine [1].
The problem here again, is that we’re looking at narratives as proclamations rather than living practices.
I don’t mean painted slogans on walls and meeting rooms—I mean in how teams are structured, how decisions get made, what gets celebrated, what questions are encouraged, and even in what feels possible to imagine.
The question to ask isn't always "What story are we telling?" but also "What reality are we generating?”
Patagonia is a great example of this. Their narrative is, quite simply: “We’re in business to save our home planet”. It shows up in their unconventional decision to use regenerative agriculture for their cotton, yes, but also in their famous "Don't Buy This Jacket" Black Friday campaign, and in their policy to bail out employees arrested for peaceful socio-environmental protests. When they eventually restructured their entire ownership model to "make Earth our only shareholder," it felt less like a radical move and more like the natural next step in their narrative's evolution. The most powerful proof of their narrative operating system was that these decisions felt obvious to insiders long before it made sense to the outside world.
Most narrative operating systems face their toughest test when they encounter market realities and competing incentives. There are players in the system—investors, board members, shareholders—who become active narrative controllers but often have fundamentally different ideas about what the company should be. The pressure to deliver quarterly results, to show predictable growth, to fit into recognisable business models: all of these forces push against maintaining a truly generative narrative.
The magic of "what could be" gets sacrificed for the certainty of "what already works." Initiatives that don't show immediate commercial potential get killed. Questions about meaning and possibility get replaced by questions about efficiency and optimisation.
a narrative operating system's true worth shows up in stranger, more interesting places than a balance sheet.
adaptability and interpretive range. How many different domains can the narrative be applied to? Can it generate unexpected connections? Does it create new questions more than provide answers? What kind of novel use cases or applications outside original context can it generate, while maintaining a clear through-line? Does it have what I call a ‘narrative surplus’: ideas and initiatives that might not fit current market conditions but expand the organisation's possibility space?
rate of internal idea generation. How many ideas come out of the lab? And how many of them don’t have immediate (or direct) commercial viability? A truly generative narrative creates a constant bubbling up of possibilities, not all of which will make sense in the current market or at all.
evolutionary resilience, or how well the narrative can incorporate new developments and contexts while maintaining its core integrity. Generative narratives should be able to evolve without fracturing at the core.
cross-pollination potential. How effectively does the narrative enable different groups to coordinate and build upon each other's work? The open source software movement shows this beautifully: its narrative about collaborative creation enables distributed innovation and actively generates new forms of cooperation we couldn't have imagined before.
There are, of course, other failure modes of narrative operating systems. What happens when narratives become dogmatic and self-referential? When they turn into mechanisms of exclusion rather than generation? When they become so focused on their own internal logic that they lose touch with the realities they're trying to change? Those are meaty questions that deserve their own essay.
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