This is a useful book that pulls together a set of ideas in one model of organizational culture. The book asserts that eventually, all organizational cultures end up more or less fitting into 4 specific categories: Control culture, Competency culture, Collaboration culture, and Cultivation culture. The book provides ABC guidance on how to assess the culture of your company and once complete, use that assessment to play to your strengths while avoiding weaknesses.
This is an interesting book and the framework is useful as an assessment tool. The book's thesis is grounded in actual consulting with real organizations, making the assertions the book makes believable.
That said, the book does tend to promote the idea that no one cultural idea for your organization is better than any other idea. This is probably misguided. The pace of change is demanding that organizations be more and more adaptive. This is true even for the insurance industry, where Schneider did most of his consulting prior to writing this book. The pace of change has accelerated since the early 1990's. It is clear that cultures which value continuous learning are more far more useful and valid than cultures that do not. The word 'learning' does not appear in the index. A quick examination of the pages in this short book reveals that the essential topic of organizational learning is not addressed.
In my view, organizational cultures that are designed to learn fast are clearly superior to those who do not. This book stops short of stating this and instead tends to support the idea that all organizational types are of equal value. "Learning cultures" are superior to others precisely because they can more readily identify and immediately adapt to change. I cover this subject extensively in my own book, THE CULTURE GAME which published in May of 2012.
All in all, this is an important book and one that deserves a careful examination if you are embarking on culture change initiatives in your organization. Recommended.