In my career, I have seen individuals all over the map if the x-axis is rebelliousness and the y-axis is value delivered. There are high performing rebels and

In my career, I have seen individuals all over the map if the x-axis is rebelliousness and the y-axis is value delivered. There are high performing rebels and low performing do-rights and vice versa. As someone with past experience in a highly regulated field (biopharma, food safety, etc.), the rule-followers are running the show and a rebel (as the article defines it) will be burned out if they aren't careful. However, that industry is ripe for disruption. The rules and best practices that have emerged over the decades have weak link to regulatory or legal sources. I would frequently ask for justification how a particular policy connected to an audit finding or a law and these connections are usually weak or non-existent. Even moreover, if the link could be established, it wasn't clear or documented why this decision taken was considered optimal for the organization, many times it was the fastest solution that made QA/QC happy. As you can guess, the emergent systems are horribly inefficient yet difficult to change. Highly-regulated industries are ripe with 'thats how we do it' inefficiencies that insiders have accepted as necessary for legal compliance but that could be disrupted by rebels that return to source material (legal statute, auditor interpretations) and reinvision the whole business model from the ground up.