I agree that there is a lot of complexity specifically for "mission critical" or "last mile" systems that will not be addressed by the mainstream abstractions for many organizations, but I don't think SalesForce is necessarily the best example. I see the author's hypothesis freeing up time to do a lot more things within organizations that are otherwise on the back burner because you can't get to that feature set, and/or pivoting to solve either a) complex problems that are not yet solved or b) specializing on a layer that is now "platform". Somebody builds AWS, and Azure, and GCP. Somebody has to create, build and maintain the next platform / abstraction too.
There isn’t some fixed factor here that causes it all to collapse. Productivity increases are plowed into growing the market 10x and building the business, not reducing eng budgets. At some point in the future this will slow down, but that is so far from happening, like many decades from now, maybe never in a non theoretical sense.
No, it's more code with a greater value:code ratio. It's lower code for the same delivered value, but no one stops at the same delivered value that they'd have without whatever tipped that ratio, because the incremental value for the next unit of code is higher.
Increasing the value delivered per unit of code increases the volume of code purchased.
Maybe, but that code tends to be extremely bad quality, because it is always written by "consultants" who know just enough programming to be dangerous and do the bare minimum to get the integration to work, without any concern for or the ability to follow software engineering best practices. And that introduces its own costs.