Some values ought to be universal across a company. I'm sure everyone at Volvo could agree that driver safety is a high priority.

Other values may well vary between departments - People working on the car's software can do weekly releases at little or no cost with lightweight planning - but the injection-moulded door handle will need a $$$$$ mould and several months for every design change, so they'd certainly better have frozen the design several months before product launch.

There might not be much common ground on ideas like starting with an MVP and iterating, moving fast, dealing with changing requirements, two week sprints, and so on.

I think it's basically the thought that a great culture is one that is strongly held. The wheels are liable to come off quite quickly if that's the only criteria. I'm confused because it's quite simplistic and reductive.

The obvious alternative is a bottom up organization of culture although most companies are not setup for that to work well. The actual reality is going to be a combination of both. I'm sure everyone's worked in environments where the corporate values are treated as a joke.

It seems to me that it will prevent adaptation to changes.