Great Hackers: “One place this happens is in startups. At our startup we had Robert Morris working as a system administrator. That’s like having the Rolling Stones play at a bar mitzvah. You can’t hire that kind of talent. But people will do any amount of drudgery for companies of which they’re the founders. 
Bigger companies solve the problem by partitioning the company. They get smart people to work for them by establishing a separate R&D department where employees don’t have to work directly on customers’ nasty little problems.  In this model, the research department functions like a mine. They produce new ideas; maybe the rest of the company will be able to use them.
You may not have to go to this extreme. Bottom-up programming suggests another way to partition the company: have the smart people work as toolmakers. If your company makes software to do x, have one group that builds tools for writing software of that type, and another that uses these tools to write the applications. This way you might be able to get smart people to write 99% of your code, but still keep them almost as insulated from users as they would be in a traditional research department. The toolmakers would have users, but they’d only be the company’s own developers. 
If Microsoft used this approach, their software wouldn’t be so full of security holes, because the less smart people writing the actual applications wouldn’t be doing low-level stuff like allocating memory. Instead of writing Word directly in C, they’d be plugging together big Lego blocks of Word-language. (Duplo, I believe, is the technical term.)