Many of the author's rebuttals hinge on the assumption that everyone in an organisation is acting in its interest first - and not their own, often conflicting, self-interest. As such, they are not particularly convincing.

Large organisations absolutely do, as a function of their scale, produce pockets where slackers and incompetents can hide. They'll surround themselves with a web of process, pointless meetings, and substance-free buzzword-heavy documentation/presentations to disguise this fact. Others may become ensnared in this web, and will rightly express the criticisms that the author is attempting to debunk.