I've read similar arguments here being leveled at Microsoft. Given their strong culture and hiring practices they ended up hiring people who were strong engineers. At the same time that resulted in the company developing blind spots in areas where a different approach would have been more beneficial.

I guess the risk is that when you end up phenomenally successful using a particular method, it becomes very difficult to go against that ingrained culture and try doing things a different way. Best example of a company combating that issue, in my opinion, is the IBM PC, where they gave Don Estridge free reign to carry out the project outside the normal operating procedures of the company which the management realised would have destroyed any chances of the project becoming a success.