Sometimes someone genuinely has a clear vision that is superior to the status quo and is capable of executing it, improving quality, performance and maintainability. The challenge is distinguishing these cases from the muddled abstractions that make everything worse. This argument feels a bit like "no one gets fired for buying IBM." Blanket advice like this is an invitation to shut down thinking and stymie innovation. At the same time, the author is not wrong that imposing a bad abstraction on an org is often disastrous. Use your powers of reason to distinguish the good and bad cases.