The text discusses the process of driving cultural change in an organization, emphasizing that it should start with people rather than technology or processes. It highlights a case study where deployment velocity was used as a guiding metric to improve the company's culture. The author suggests surveying employees to identify problems and selecting a single metric for the team to rally around. He also recommends focusing on trusting developers, buying technology when possible, and aligning people, processes, and tools towards a common goal.