The statement holds true for a broad set of companies and management styles. I speak from personal experience: the wrong incentives are always there, and they run counter to many things listed by Deming. The obsession with "financial impact" is there with varying degrees, even in functions where it is hard to quantify said impact.

It might not apply to R&D-heavy companies, but we do see engineering companies pivoting into more finance-oriented management. Boeing is one such case and look at the damage.