Notice that the author didn't write "getting good at delivering value." They wrote "getting good at shipping projects" because
> Shipping is a social construct within a company.
Delivering solid software that helps people get work done is a platonic ideal. Unfortunately there are many companies that value whipping stuff out the door more highly. As corny as this sounds the iron triangle ("good, fast, cheap - pick two") is a thing for a reason. Crapping something out as quickly as possible and leaving others to deal with the fallout of a bad data model and chaotic on-call isn't something to be rewarded but it's how many companies seem to work.
Sadly you've described precisely the optimal engineering strategy for promotion at my FAANG
And yet those five companies are among the most valuable in the world.
There's a cognitive dissonance that arises when you join a company that is performing extraordinarily well only to perceive dysfunction and incompetence everywhere you look.
It's so hard to reconcile the reality that companies can be embarrassingly wasteful, political, and arbitrary in how they run and yet can still dominate markets and print money hand-over-fist.