On the surfance this is all good, common-sense stuff. However we must look very closely at the implications of many of the assertions and whether, in their application over time - they have been as singularly effective as was asserted by the book. Keep an explicit, stated and encouraged belief in the importance of competitiveness, leadership and profit - visible. They reference strength and style of leadership, drive and determination. There is something attractive and virtuous in the strategic visionary who can energise organisational activities and make profits.
Culture combines what is done and how.
The executive leads from the front and through example demonstrates organisational values which become integral to structures, systems and activities. A fluid, flexible structure will be a response to the CEO's approach - as will a rigid bureaucracy. Organisational energy thus reflects ways in which senior executives want to have things done.