However the tone of this piece and the original Netflix manifesto does not acknowledge this distinction. I think this shows a bias that is driven by product-oriented software engineers and creatives. "If the product is great then who cares how we got there?" Well that's certainly a valid viewpoint, however it shortchanges great management. Great management is not done by simply hiring the best people and turning them loose on a project. That works in a startup where everyone knows each other and so any two people can notify each other of relevant issues. It doesn't work in larger organizations where individuals have a much narrower slice of responsibility and thus lower visibility on the whole actual process going on.
I've worked with some people who take a process-oriented approach and were very talented at getting the best work out of their employees. For these people it's no more about rigid codified processes than it is about a relentless focus on product. Instead, the goal is to understand at a high level what all the various stakeholders are doing, where their individual bottlenecks are, and determining a process that maximizes everyone's productivity. People like this are incredibly valuable, because let's face it, management is much harder than programming to do well because you are not a domain expert in anything, instead you have to figure out how to help all the different domain experts operate efficiently.
I realize none of this is news to the folks at Netflix, but I think the way the manifesto is written de-emphasizes these facts to the point that the inexperienced or low-level programmer may miss the forest for the trees, which incidentally is exactly what the problem with bad actual process is.