I define company culture as the set of normalised behaviours that differentiate that company.

Some of those behavioural norms offer advantages—and that's why shaping culture i.e. encouraging certain behaviours, is strategic.

For example, oil companies can benefit from behaviours that enhance safety. Early-stage tech companies might want a culture that rewards risk-taking, or customer-centricity.

Some behaviours are emergent i.e. unplanned and often unexpected. Other behaviours are encouraged and can be incentivised.

And since incentives are hard and often have unexpected consequences, that's why shaping culture is hard, and often requires explicit trade-offs.

re: giving people responsibility to own their processes. That's very much towards the 'people' extreme. In practice, it's more of a balancing act.