I think there's something valuable in your take. The idea that technical failures and process failures are parallel tracks is not new.

Certainly not the kind of thing where an exec needs to pull out the "I don't want problems, I want solutions" card to illuminate that they are only valuable to the process domain resolution, not the technical one.

The accommodating reader can read that interaction as entirely because of mismatched insight into the issue. I'm willing to budge that maybe too much time in the agile dens does really does necessitate the conversational roundabouts. It's taught people to taboo process they don't see the immediate need for.