He is onto something there. Bean counting is useful and companies cannot survive without good cashflow, but it should not become Mission A of the company, or engineering (and other) talent will look elsewhere. If one company's de facto mission statement is "We want to grow our market by 8.2 per cent and give our bosses higher Christmas bonuses" and another one comes and says "Guys, we want to fly to fscking Mars!", c…
The book "Good Strategy, Bad Strategy" discusses this. There seems to be a group of people that think that "grow by 8.2 percent" is a strategy. It is not, it is a goal. Companies with a good strategy will eat the lunch of a company who doesn't know what a strategy is.
Michael Porter has been cautioning about mistaking a business model for a strategy for nearly 40 years, his ideas are taught in every business school, and the lesson still needs to be relearnt by every fresh set of senior managers.