This book tells Human Resources folks how to take company culture into account when setting company policy for, e.g., performance reviews. That is: there's no one-size-fits-all policy that makes sense, since every company has a different culture; anyone who tells you about a one-size-fits-all solution is trying to sell you something. The book's pretty vague, as it must be. What can you say about "company culture" and "policy" that holds true in most cases? You can say such things, but only if they're pretty abstract. So if you're in HR and reading this book, you learn that there's no reason to think that technique favored by a French manufacturing company will help a Silicon Valley software development firm. The thing I learned from this book is that HR folks think they should be trusted to set company policy.