How did "wild ducks" spark creativity?

In a discussion with Marc Andreessen on the Huberman Lab, the concept of "wild ducks" was explored as a crucial element for fostering creativity in a structured organization, such as IBM. Originating from an idea by IBM’s founder, Thomas Watson, "wild ducks" were employees permitted to break conventional rules and think outside the box. They had the freedom to innovate, work on new projects without strict reporting, and had direct access to the CEO and necessary resources.

This approach created a special class within the company that thrived on creativity and innovation, contrasting with the majority who followed strict protocols. These "wild ducks" played a pivotal role in driving breakthroughs, as they were not bogged down by the usual operational constraints, allowing for more radical and creative thinking. IBM’s success for several decades was partly attributed to this method, though eventually, changes in the broader industry and the emergence of venture capital led to the decline of such models within large corporations 1 2.