IBM's initial success relied on a bureaucratic model that favored conformity among its vast workforce of 440,000 employees. Within this rigid structure existed a distinct group known as 'wild ducks,' innovative individuals granted the freedom to break rules and pursue creativity. These individuals were empowered to innovate, supported by top management, thereby fostering groundbreaking developments despite the overall organizational constraints. However, the paradox of maintaining both stringent bureaucracy and creative freedom posed significant challenges. Over time, this tension led to the marginalization of innovative thinkers, ultimately contributing to IBM's decline. The system that allowed wild ducks to thrive became increasingly rare as organizations struggled to balance regulatory frameworks with the need for innovation, underscoring the difficulty bureaucratic entities face in sustaining creativity amidst their rigid structures.

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