What the author is talking about is a real issue - there is a very significant portion of enterprise (and b2b) software that basically adds little or no value compared to a competitor. Often the money is made by leveraging relationships with contacts in large corporations who frankly won't notice the money is missing - and for a plethora of reasons are more incentivised to push for buying something than to actually see the company succeed. I've personally seen sales organisations pay hundreds of thousands to external contractors when we had more competent staff literally sitting waiting to be asked to do the work. Even then, there's a hell of a lot of software out there that isn't difficult and isn't interesting, so the defining feature of who provides it is what their sales organisation looks like.
The result of that dynamic though, is the engineering organisation can be crap- because they're not where the company derives its value. Which might not be what an software engineer wants to hear, but it's true. (as an aside, find out what sales folks are paid at your current job - it's probably more than you).