I don't know that I care much for the mythologization of effective developers as "Wolves" and "10x-ers" which are this decade's equivalent of Ninja / Rockstar / Guru, but a similar less tech-centric version of that is just the concept of the "Maverick" within any organization and the parallels aren't too far regardless of the industry you're talking about. Outsized impact in undersold roles with a lot of heavy swinging soft power earned through merit.

It's strange to intentionally try to place or manufacture mavericks within your org for (at least) two reasons:

1. They're emergent phenomena. It's probably more valuable on average to examine WHY someone skipping all of your processes is effective than it is to make the conditions right for someone to become that maverick. Theoretically anyone CAN be that person, but unless something is actively going wrong it probably won't happen.

2. Process exists because it makes your org more efficient. When you start building your teams around the idea of someone explicitly being the maverick(s), ask yourself: "Who exactly is going to reconcile all of this against the framework that the entire rest of the company runs on? Is the rest of that person's team relegated to damage control and cleanup crew, and is that actually more effective than having an equivalent number of mid-level performers all pulling in the same direction?"

In the world of tech, the alleged 10x-er often manifests itself as: Tech Debt, but at High Volume™!