He climbed his way through the Nixon and Ford administrations, then up the leadership ladder in Congress. He ran the Defense Department and helped govern a political think tank. Along the way, Cheney developed a corporate executive's style for management. By the time he arrived at Halliburton late in life, Cheney fit right in. So businesslike was Cheney at Halliburton that he couldn't honor his own implementation of casual Fridays.
Process is important, but it's important in order to get to an objective, to produce a result.
In Congress, for example, nobody's responsible for what Congress does or doesn't do. They're just responsible for their individual votes. Cheney can be Machiavellian in his wielding of power. He has been known at various times to fire subordinates to demonstrate his authority. He's really very different from other top people like Ronald Reagan or Cap Weinberger, who were always reluctant to let somebody go.