I think the points being made here are mostly good-ish. The last place I worked created a team of principles whose whole goal was to create a system to turn jira tickets into PRs and it was incredibly demotivating and bore no fruit before I left. But, and maybe I'm just a curmudgeon, but I kind of wonder why we write articles like this. Like if a culture is bad, is it likely a CEO is going to be looking for random bl…
I think the odds of any particular article making it onto a CEO's radar are low, and the odds of them actually taking good advice to heart (let alone implementing it) are even lower. That said... I also get the impression that the shittest kinds of C-levels and VPs are disproportionately swayed by whatever opinion they last read in their daily email newsletter or heard on a five-minute podcast snippet. So at least in theory, if you were able to inject a seed of a good idea into the zeitgeist, that idea might reach the level of saturation where it turns into a form of white-collar peer pressure.
Unfortunately I also think the ideas that reach the peer pressure saturation point tend to be less "be nice to your employees" and more "put shock collars on them and make them beg for their jobs," but I guess it can't hurt to try?