Fair point, let me take a stab at refuting each of the points:
Supply and demand: He says there are more MBA's chasing jobs than there are suitable jobs. That's fine: lower your salary or raise the hiring bar - it doesn't make any individual be worth less.
Entitlement: As an MBA, I'll agree with this peer pressure but I might argue that it can be a good thing being pushed to be more successful. How that plays out in team dynamics depends on the individual, some MBA's are team oriented some are not (like some developers!) - select in the hiring based on the role you need.
Misguided thinking: this one is totally wrong. Strategy should always come before implementation. Lean is a strategy, so if you are doing lean then it just means you've chosen that as your strategy. My MBA taught me strategy was on ongoing process, exactly as you describe above, not a rigid fixed powerpoint. An MBA teaches you tools to run this process (allowing you to see opportunities beyond lean for instance)
Selection bias: I agree with this point, but again it depends what you are looking for. Understand the person and their motivations, and make sure they fit with your team. True as much for an MBA as for any other role.
Limited usefulness: More than anything an MBA teaches you a way of looking at the world, more than facts and figures. It does mean you can read a term sheet and plenty of other things. Could you learn more online or by doing? Maybe, but the skills are valuable especially if you get a company to the point where it can scale with product market fit (I'd agree it doesn't help much getting to that point).
Opportunity cost: For me a career is a long time, two years at the beginning doesn't matter much. Could a CS masters or design masters be more useful - for the first phase, getting to product market fit yes - but not longer term.
Supply and demand: He says there are more MBA's chasing jobs than there are suitable jobs. That's fine: lower your salary or raise the hiring bar - it doesn't make any individual be worth less.
Entitlement: As an MBA, I'll agree with this peer pressure but I might argue that it can be a good thing being pushed to be more successful. How that plays out in team dynamics depends on the individual, some MBA's are team oriented some are not (like some developers!) - select in the hiring based on the role you need.
Misguided thinking: this one is totally wrong. Strategy should always come before implementation. Lean is a strategy, so if you are doing lean then it just means you've chosen that as your strategy. My MBA taught me strategy was on ongoing process, exactly as you describe above, not a rigid fixed powerpoint. An MBA teaches you tools to run this process (allowing you to see opportunities beyond lean for instance)
Selection bias: I agree with this point, but again it depends what you are looking for. Understand the person and their motivations, and make sure they fit with your team. True as much for an MBA as for any other role.
Limited usefulness: More than anything an MBA teaches you a way of looking at the world, more than facts and figures. It does mean you can read a term sheet and plenty of other things. Could you learn more online or by doing? Maybe, but the skills are valuable especially if you get a company to the point where it can scale with product market fit (I'd agree it doesn't help much getting to that point).
Opportunity cost: For me a career is a long time, two years at the beginning doesn't matter much. Could a CS masters or design masters be more useful - for the first phase, getting to product market fit yes - but not longer term.