> But if we look at quantifiable output, we can see that, even if processes and incentives are the first-line tools a company should reach for, culture also has

> But if we look at quantifiable output, we can see that, even if processes and incentives are the first-line tools a company should reach for, culture also has a large impact. This split between incentive, process and culture doesn't make me comfortable. I think culture and processes emerge from incentives, and incentives are not just what the company signals (pay, perks) but also the effects of actions. For instance if reducing bugs brings company wide fame, money and makes everyone's work visibly better, people will spend more time on avoiding/fixing bugs, and a culture of quality will impregnate the teams. Process will be adjusted accordingly when they don't align with that culture. Someone moving to another job might bring that culture with them, but we know it will disappear if the incentives are completely different in their next job (if shipping 2 weeks faster and fixing bugs afterwards make a ton more sense, they'll adapt)