What are IBM's "wild ducks"?

IBM's concept of "wild ducks" refers to a unique group within the company, characterized by their ability to break conventional rules and foster creativity. This notion was introduced by IBM's founder, Thomas Watson, and embodied by individuals often holding the formal title of an IBM fellow. These wild ducks were given exceptional freedom and resources to develop new products and ideas, essentially serving as the creative force within the company. They operated almost autonomously, with direct support from senior management, and were crucial to IBM's innovation process. Notably, one such wild duck, Andy Heller, stood out by his casual attire and bold demeanor in a company otherwise characterized by conformity 1 .

This model, despite its success in fostering innovation, contributed to challenges at IBM when the rise of venture capital provided similar innovators—the "wild ducks"—alternate pathways outside the corporate structure, leading to a drain of talent and ideas from the company 2 .