In each case, it is easy for one to point out flaws in the other. And in some cases, "the other" is the only one that has flaws. But in most cases it is probably a combination.
Just because a company has culture issues doesn't mean that every employee is blameless or perfect. When someone doesn't work out for a job it is hard to disentangle how much of the blame belongs on each party.
In this case, I'm fairly familiar with a lot of the facts on the ground. As I said above the article makes a good critique of the real problems Google has. But it also blames some of those problems for mistakes/failures the author himself made (in my opinion).
Since you're more familiar with the facts of the case, I can contribute nothing more than to offer a different angle to look at this.
And I'll leave the author's self-improvement journey to the author.
Doesn't the culture, as described, exacerbate certain flaws in certain people while hiding flaws of a different kind in others?
At google it's easy to see how a flawed engineer might suffer from impatience, lack of tact, inability to read the room, poor social skills, not being attentive to details or to everyone's needs. It's easy to ascribe flaws to someone who makes mistakes and, instead of writing a lengthy postmortem and installing a process, goes ahead and fixes them while pleading for everyone to move on and keep shipping.
Yet at the same time, the sins of complacency, cowardice, inability to make decisions or take calculated risks, rigidity, and aversion to hard, uncomfortable work remain well-hidden. Sometimes, they are even elevated to praise! At Google, it's better to waste everyone's time or do nothing, than take a risk and ruffle some feathers (and I'm not even talking about taking externally visible risks here--a decision to build a certain piece of infra or shut down a project).
And the cycle repeats. A brilliant but "flawed" engineer realizes they can't work in that culture. They blow up and move on. Everyone says "eh, they make mistakes, can't read the room, and are difficult to work with. Poor culture fit". Well, for them, a bunch of complacent do-nothings is also extremely difficult to work with. But the do-nothings are in charge, and they are not. So they leave. Rinse and repeat.