"assuming they had training on par with what you received" feels unfair: Generally, what makes someone a 10x engineer is exactly that most people lack that level of training, experience, and skill. It's not about innate talent, but it's still a valuable, rare, and therefore marketable skill.
Achieving 100x results isn't something you can guarantee, and it doesn't even involve writing a lot of code. It comes from blocking off a week to automate a task, and never having to deal with it again. It comes from having the experience and political capital to veto a project that would have wasted a year, because you've seen it go wrong before. It comes from improving some tools for the customer service reps, so that they're 5% more efficient (which then adds up to hundreds of hours a day if you're large enough).
Anyone CAN do this, but the people who have the insight, motivation, and skill to actually DO it are rare, and a smart organization should desire to keep them around for years just in case they do it a second time.
If it's a question of experience then lets briefly discard the bottom 80% of earners, of the 20% left how different do you think their levels of experience could be when they retire?
Do you think the senior devops guy who can single handedly debug a network issue while enjoying a day on the beach is lacking in experience compared to a CEO or did they just get a different type of experience because companies only need one CEO but they need a bunch of devops guys.
I believe a good group in upper management does improve company performance but 100x is unreasonable. There is a talent to being able to respond correctly to different scenarios but you also need to be lucky enough to be in a scenario where wild success is possible and your response is only made possible by the team of people that drive the engine beneath you.
Achieving 100x results isn't something you can guarantee, and it doesn't even involve writing a lot of code. It comes from blocking off a week to automate a task, and never having to deal with it again. It comes from having the experience and political capital to veto a project that would have wasted a year, because you've seen it go wrong before. It comes from improving some tools for the customer service reps, so that they're 5% more efficient (which then adds up to hundreds of hours a day if you're large enough).
Anyone CAN do this, but the people who have the insight, motivation, and skill to actually DO it are rare, and a smart organization should desire to keep them around for years just in case they do it a second time.