After growing a company from 4 people to 50 people, I've learned that shaping culture is a lot like shaping the personalities of your children. You can strongly influence as much as possible, lead by example, etc., but in the end, they will be who they will be.
As has been reiterated ad nauseum, it is really difficult to assess someone's personality through the hiring process, no matter which latest and greatest interviewing techniques you use. And, each person will contribute to molding your culture in very subtle ways. Yes, you can shape the big things, like corporate vision, etc., but in the end the culture is the sum total of the personalities involved, and it takes on a life of its own. And, if you try to shape it too much, you'll end up hiring people just like you, and then the real problems will start...
Also, as a former Enron employee, as I read through the “culture foundations” listed by the author, it struck me that these were exactly the culture foundations that CEO Jeff Skilling espoused, especially “meritocracy” and the “survival of the fittest”. It didn’t work out so well. I have never worked in such a competitive place, and as many former Enron employees have mentioned in books, documentaries, etc., the competitive environment was very counter productive in that it totally destroyed teamwork; everyone was out for themselves. The only place where it maybe worked was with the traders, but even then they would screw each other (and thus the company) in a heartbeat to get a deal done that would benefit them personally.
Be careful with this advice.