It worked pretty well in my org (fulfillment/supply-chain) but maybe I just got lucky. As you might imagine that org was pretty functional, being the backbone of the retail business.
In my experience at Amazon, orgs which deal with physical things operate differently from orgs which deal solely with digital things. So the advertising org was more very "move fast and break things", while the Kindle org was more "if we ship a broken build then we brick millions of pieces of hardware, so we're going to manual verification on daily builds". Fulfillment having a healthy/diligent development culture fits that experience pretty well.
