If execs demand a big change every time something goes wrong, they will demoralize everyone working for them, and probably waste a lot of money.

Most of the time, operational failures are either the result of a new feature being sent off without enough testing, or a dozen small failures lining up to remove resilience. Big changes without well-thought out plans primarily serve to stoke executive egos.

I think you have a distrust of your leaders and are taking this from a very different place the author of the article was.