> Good managers know how to find, cultivate, and maximize exceptional people, and that's a difficult job

To use a food analogy; this approach may works very well for a boutique upscale food joint chasing Michelin stars. This doesn't scale to the size of, say, McDonald's. At that stage, variability and creativity are a negative, and guardrails are good. You want literate warm-bodies that can consistently follow well-established procedures step by step. When your engineering staff complement grows over 50,000 - it may get difficult to find (and retain) those who are "exceptional".

It's not just about scale either, if you're a content, sole-proprietor hole-in the wall operation, (expensive) exceptional people aren't going to move the needle,and may even be detrimental to your viability.