One of the comments posted says it all:
...the article is more about the vicious fiction of personal performance; and not the system that the person/s work in to achieve the organisation's mission. So, completely wrong-headed!
But the author is right in pointing to systems thinking as the source of organisation performance. Top management has to see the organisation as a total mission orientated system that facilitiates people achieving mission oriented outcomes: typically this means serving the customer.
One rule of thumb for a system oriented business is: no voice recognition call centre merry-go-rounds; but customers dealing with people who solve their problem or meet their need.