Probably the best statement on culture I've read recently.
Teams are complex beasts, and they get more complex the more talented people are in them. Managers need to be very mindful of those complexities when they form or change teams.
If this also means I'm replaceable, so be it.
To me it either means that the employer is worried about its employees walking (as you suggested), or that the employer wants to minimize the effects of discarding the employee. In the first case, it's a self-fulfilling prophecy. In the latter case you'll achieve what you're after, but not how you planned. Instead you're minimizing the current value and productivity of the employee, meaning that when you fire him/her, the impact will be minimal.
The moral of the story? Limit the scope of your documentation, and place high emphasis on that limited scope. Instead of worrying about how you'll replace someone when they're gone, worry about whether or not you're putting them in an environment where they can perform to the potential of their unique abilities as an individual.
(And don't even get me started on the whole "No documentation is better than bad documentation" thing.)
The "culture icons" of the first bubble are actually red-flags in some situations.
There is a balance of providing real perks, while being on a startup budget, and using fake incentives to lure in talent.
The fact is that you will have both long-houred positions and people who will work 8-5 only. Both are valuable employees, and their commitment should be based on their productivity and value - not in how much free/extra time you can get out of them.
As people get older, they have kids and they have out-of-work priorities.
This does not make them less of a person/employee/resource.
If you require your employees to work ~12 hour days - then maybe you should be able to actually pay them for each hour of work.
You are also very likely doing something terribly wrong and your employees aren't being very productive.
It won't happen quickly but I believe that the median age of engineers will dramatically increase in the next decade. We won't be looking for ping pong tables, we'll be looking for day cares.
It's much more difficult to communicate and sell your culture to the people you are wooing. Perhaps we as applicants really need to take the initiative in calibrating ourselves to look for such culture fit. (Having worked at two places now, I now see this as my top priority that I'm willing to trade in 10~20% of compensation for. Hopefully I can act on these words!)
People have lives, hobbies, different interests. The best companies are those that have a management team that embrace peoples differences, nurture where needed, give space where appropriate, and cultivate a culture where people feel like they are contributing in the way they best can and allowing them paths to grow.
I think the general takeaway here is not that X is inherently bad, or Y is inherently good. Rather, it's that you need to know yourself, know the culture you're trying to create, and know the people you're trying to hire, rather than trying to imitate whatever perks happen to be trendy at the moment.