Reading this piece, I can comfortably say that the author is right on the money with regards to how a focus on being "data driven" is actually slowly running companies into the ground.
I started off my career writing really low level network stack drivers. I got pretty familiar with the windows kernel, became a star in my office and got put on an MBA track because I had demonstrated some aptitude with customers and sales. Fast forward a few years and I've got an MBA under my belt and work for what was formerly a very large provider of consumer SaaS that is now trying to win in what can be loosely described as the call center space.
My days are now spent trying to determine strategic initiatives on the basis of consumer behaviour as represented in a slew of really badly coded Cognos reports. This wouldn't be so bad except for the fact that analytics and data driven decision making is anything but in most companies. Data is used to validate a hypothesis instead of being explored to reveal patterns, associations and trends. Every executive asking a question about customer behviour is secretly asking for validation of their own theory on the business and wants to gloat about it come performance review time. Obviously, in this kind of operating model, data is bastardized to lead to really bad decisions.
I'm all for scientific approaches to management, however they need to be undertaken following a method that is in line with the scientific method to be labelled as such. When I leave this job (which is ridiculously well paying but completely unfulfilling compared to my career in engineering) and run off to create my startup, I will probably hire an MBA at some point. However, I won't hire them to be a bean counter.
What many companies fail to realize is that the key to having a great leader is equal focus on product and market. The MBA that I would hire would be chosen because they've demonstrated an ability to be highly technically proficient but decided to expand their horizons and take on "soft-problems" as well.