I disagree wholeheartedly. Many companies (from big tech to fast growing startups) have hard problems that need solving, and they needn't be dysfunctional. In fact some high performing organisations have plenty of hard problems, as solving hard problems usually yield even harder problems to solve.
Sadly disagreeing with the premise makes the entire article a weak claim.
There's having a problem like having a jigsaw puzzle. It sits in front of you and is there to solve. Your organization's problem could be making a faster database or improving education outcomes in a neighborhood. An organization can remain functional in the face of these problems.
There's another type of having a problem which is like having a cold. It's in you and affects you. You organization's problem could be the front line employees don't trust leadership or you don't have enough resources. It's much harder to remain functional in the face of these types of problems. I think the author is referring more to this second type.
But have you ever witnessed the MBAs solving it? I haven't. So I'd recommend to avoid the organizations with the second kinds of problems, so that you can focus on the first, and not even think about the MBAs.
Or, alternatively, if you manage to find a way to do it, get the task for yourself and make the big bucks.
MBAs gave us the 737-MAX.