> from Deming is that short deadlines and performance-tied bonus and careers can't work.

well, for the performance pay, Deming is more subtle: its not that it doesn’t work, its that the performance must be something meaningfully under the employees control for performance pay based on it to work (otherwise it can’t influence anything), and it must be a holistic measure of company value (otherwise you get perverse incentives around microoptimizations), and your measure of performance must take into account the degree of uncontrolled variation in the process (otherwise you give false negative and positive signals due to random variation rather than real problems/improvements).