The First Mile of Innovation Is the Last
How John Lennon taught us that the “first mile” of decision-making in all innovation is getting the WILL to transform firmly on the table from the start.
I’ve always loved John Lennon’s Instant Karma! Ever since the first time I heard it in high school, the feeling of urgency in Lennon’s voice imprinted on my teenage psyche. The song’s message is clear: act now, don’t wait, and start reflecting on what truly matters. Lennon pushes for an immediate, transformative shift that gets right to the core of our values and what connects the “me” to the “we.” Lennon’s delivery was not about tinkering around the edges. He delivered a message about looking up, fully listening, seeing the big picture, and taking bold, decisive action.
But we’re often caught in the opposite mindset regarding American innovation. We don’t get the instant karma Lennon promises; instead, we get stuck in the grind of saṃsāra, the Sanskrit concept describing the cycle of aimless wandering and repetition of unlearned lessons. We keep tweaking processes, rolling out small updates, or launching “new” versions, believing these tiny steps will eventually add to meaningful transformational breakthroughs.
Sometimes big breakthroughs happen. But when they do, it's not the work of one person. A lone genius. It’s through the genius produced as a cultural outcome by a group that is comfortable inhabiting creative tension long enough to get to the deeper, more meaningful questions. Then, being bold enough to ask them. Wonder out loud is a powerful thing.
I’m starting to think that incrementalism is more of a systems bug than wise, measured progress; it’s the saṃsāra we’re stuck in. The illusion of progress keeps us busy without moving us forward. We believe these minimal adjustments are leading us somewhere transformative, but all they often do is keep us cycling in the same loops. When this happens, only a departure from the mundane cycles of small tweaks can lead us into a space where transformational creativity takes center stage.
Begin at the End
Transformational American Dreaming
Americans tend to focus too much on “new starts,” “new beginnings,” and “new opportunities.” The idea of rebirth deeply appeals to our American narratives of innovation and entrepreneurship. Notions of redemption, rebirth, and reimagining are our innovation north stars. Fresh starts. New beginnings. Shiny things. We believe the story that these are our surest paths to happiness.
Driven by the American dream of individualism and self-determination, we focus far too much on rebirth. However, as samsara teaches us, there is a step before rebirth: it is re-death. Think about it—having to experience the loss of self repeatedly. It’s like we have become addicted to the moments of rebirth without ever discussing or acknowledging that re-death always precedes it.
We don’t end things well in America. We ghost friends, romances, and job candidates. We spend everything we have to be kept alive, even when no quality of life exists. We view startup investment as a gamble rather than a seed to be planted and nurtured. We move away from our birthplaces, cycling through endless spaces, hoping that upward mobility will provide us with the security we can attach to our lives, even as our connection to any one community becomes increasingly tenuous. We too easily divorce what we think is our problem and too quickly marry what we think is our solution. We scoop up fast fashion to keep up with the next trend, causing harm to our planet, and then assuage the tension we feel by “rounding up” for charity at our nearest chain grocery store, allowing corporations to get the tax write-off for our guilt. We download the next app, believing it will scratch some phantom itch and make us whole, only to use it once and let it sit in our phone’s digital graveyard as a Promethean reminder that the new will end our suffering.
Innovation is often romanticized as the spark of a new idea, the thrill of a breakthrough, or the launch of a disruptive product. In the fast-paced world of innovation, entrepreneurship, and investment, the focus is predominantly on the next big thing—the shiny new opportunity that promises growth and success. But what if the true genesis of innovation isn't found in the pursuit of the new but in the deliberate act of letting go?
America’s artists, innovators, entrepreneurs, and investors stand at a unique crossroads today. The creative potential is immense. Our creative tools allow us to push the boundaries of what's possible like never before.
However, the journey toward meaningful creative growth demands more than ambition and resources; it requires a fundamental shift in how we approach creating.
How do we sustain creative motivation as everything accelerates? How do we increase creative collaboration when we can’t even agree on what is or is not worthy of being considered truth?
I believe it begins with acknowledging loss—not as a setback, but as a crucial first mile on the path to transformation. In innovation teams, “What are we willing to lose?” is as important a question as “What are we going to gain?”.
Most every cultural signal that I see in data, from increased loneliness and political animosity to declining mental well-being and college enrollment, leads me to believe that innovation grief —or more precisely, gaining the skills and capabilities for processing and overcoming it — is likely our greatest, unprocessed, unspoken, and unaddressed innovation challenge at this moment.
In short, it is not our technology or future of work challenges that represent our most important struggle; the human side of how we work, learn, live, play, and pray presents the greatest mountain we must climb.
Paradox of Letting Go
In our most ancient human philosophies, particularly the concept of saṃsāra in Hinduism and Buddhism, life is viewed as a cyclical process of birth, death, and rebirth. Saṃsāra teaches that clinging to impermanent things leads to suffering, and liberation comes from letting go of attachments. This cycle isn't just a spiritual metaphor; it mirrors the realities of innovation.
Of course, many breakthrough innovations are happening in America. Quantum computing and artificial intelligence hold particular promise. However, to find the applied innovation opportunities that meet the boldness of these technologies, we must first confront the end of existing paradigms, systems, or beliefs that reinforce the status quo. This is a deeply human proposition. Lacking the capability or willingness to cross the frontier of the familiar will increase the “innovation grief” we endure. Innovation grief is uncomfortable, and processing it is often resisted because it involves relinquishing control, embracing uncertainty, and potentially grieving the loss of familiar comforts and identities to which we have long attached ourselves. However, this process creates fertile ground for transformation to take root.
Letting go could mean outdated technologies, traditional business models, or even cherished projects that no longer serve the greater good. It requires the courage to acknowledge that what got us here will only sometimes get us to the next place. We can only make room for the transformative ideas that will define the future by releasing our grip on the old stories and myths we tell about how something should happen and what the innovator should look like.
Promethean Syndrome of Innovation
The Greek myth of Prometheus, who defied the gods to bring humanity fire, is a spot on allegory for modern innovation and entrepreneurship. Prometheus embodies the archetype of the bold, risk-taking entrepreneur who challenges the status quo to deliver transformative knowledge and technology. However, the story of Prometheus also carries a dark side— he was punished for stealing fire from the gods to enable humans to care for themselves (and create war).
Zeus believed the action of Prometheus had destroyed the subservience of humans to the gods so Zeus punished Prometheus by chaining him to a rock and sending an eagle to eat his liver every day—a torment made more devastating because his liver would regenerate each night, making the punishment eternal. The liver, regarded by the ancient Greeks as the seat of life and intelligence, symbolizes the indestructible spirit of innovation and sacrifice.
For America’s artists, entrepreneurs and corporate innovation teams, the relentless pursuit of innovation without progress, much like Prometheus’s punishment, can lead to burnout, exploitation, inequality, and other negative consequences.
Promethean Upside
Training entrepreneurs and innovation teams in the U.S. often mirrors the Promethean myth by emphasizing boldness, sacrifice, and resilience. The Promethean Syndrome is not without its positives. It fosters:
Boldness and Defiance as Catalysts for Innovation: Encouraging teams to challenge established norms and disrupt industries.
Sacrifice and Resilience in the Face of Adversity: Emphasizing that setbacks are part of the journey, fostering a culture of perseverance.
Bringing Knowledge and Technology to Civilization: Positioning entrepreneurs as agents of transformation who contribute to societal progress.
Accepting the Consequences of Revolutionary Acts: Preparing innovators for potential pushback when challenging powerful incumbents.
Creation from Chaos and Uncertainty: Encouraging the shaping of unformed ideas into valuable outcomes.
The Duality of Knowledge as Both Empowerment and Burden: Highlighting the ethical responsibilities that come with innovation.
Endurance as a Path to Liberation and Growth: Teaching that persistence through adversity leads to eventual success.
Promethean Downside
Promethean Syndrome also has a darker side:
Hero Culture and Burnout: Glorifying overwork and self-neglect, leading to mental health struggles.
Exploitation and Inequality: Prioritizing growth over ethics, exacerbating wealth gaps, and marginalizing communities.
Short-Term Thinking and Unsustainable Growth: Focusing on immediate profits rather than long-term sustainability.
Ethical Ambiguity and the Manipulation of Truth: Overlooking moral considerations, resulting in unethical practices.
Disconnection and Loneliness: Neglecting the emotional and relational aspects of human life.
Perpetual Cycle of Disruption and Discontent: Creating instability and insecurity through constant change.
Over-Reliance on Technology and Loss of Human Connection: Leading to alienation and erosion of genuine relationships.
From the "Me" To the "We" of Innovation
The upside benefits of the Promethean model largely focus on individual aspirations and new beginnings—the "me." The downside challenges arise from neglecting the community—the "we"—that is needed to support individual aspirations.
When out of balance, we too easily absolve individuals of the responsibility for ending well, leaving their communities to bear the burden of unresolved "innovation grief." Innovation grief is both a personal and a communal experience. For example, the “friends and family” round is a well-known funding phase that benefits entrepreneurial ecosystems by funding the de-risking of innovation; who do you ever hear talk about the need for well-being strategies to support the negative impacts on the “friends and family” when a founder’s startup fails?
Leading Beyond Incrementalism Saṃsāra
At this moment, one of the hardest yet most crucial steps in leading creativity and innovation is embracing endings as the first step. This requires us to be still and listen for signals that can guide us toward de-risking creativity and finding evolutionary pathways beyond the cycles of incrementalism that often trap us in innovation grief.
One Culture Futurist® signal that I believe offers guidance comes from listening to our dialogues around religion. Even as we amp up our quest for spirituality, our participation in religion is in decline. A recent article by Daryl R. Van Tongeren titled “Why People Quit Religion—and How They Find Meaning Again” describes four phases individuals experience when connecting or disconnecting from their religious identity when encountering other perspectives: Disbelieve, Disengage, Discontinue, and Disaffiliate.
I see these four phases as types of listening that can help leaders determine how effectively their teams and organizations are aligned to receive new information that points the way toward transformational creativity:
Disbelieve
At this level, the listener doesn't accept or trust what is being communicated. They remain entrenched in their perspective, dismissing new information outright. This reflects a refusal to move beyond existing biases and judgments.Disengage
The listener partially tunes in but remains detached, not fully invested or curious about the other person's point of view. This is a transactional mode of listening where engagement is minimal, often performed as a formality rather than a genuine attempt to connect or understand.Discontinue
This level involves an intention to listen attentively but still has limits. The listener may start with good intentions but eventually stop short of deeper engagement, especially when encountering ideas that challenge their views or comfort zones. It's an attempt to be present but with a tendency to pull back when things become uncomfortable or unfamiliar.Disaffiliate
At this level, the listener lets go of their affiliations, biases, or preconceived notions, creating space for a generative and transformative exchange. This is where one opens up fully—not just hearing but connecting deeply and co-creating insights. It's a state where the ego's defenses are lowered, enabling genuine understanding and the possibility of new ideas emerging through collaboration.
Perhaps the “ending” we need to our innovation grief is to listen in new ways, framing listening as the most important action in moving from "Me" to "We."
This emphasizes shifting from an ego-centered stance, where one clings tightly to personal beliefs, to a collective awareness, where openness to others allows for shared understanding and co-creation. Research from across the arts and science of creativity underscores that such a shift is fundamental in building empathy, fostering connection, and adopting a more collaborative approach— making listening a vital step in fostering shared mental models for creative leadership, co-creative ecosystems, and exponential increases in creative intelligence of organizations.
Whisper Words of Wisdom
And when the broken hearted people living in the world agree
There will be an answer, let it be
For though they may be parted, there is still a chance that they will see
~ Let It Be, Lennon–McCartney
Innovation is the quantum story we tell of the journey between where we are and where we think we want to be. Transformational innovations— like the wheel, the combustible engine, and the internet— rewrite our cognitive algorithms for how we understand time and distance. When this happens, we let go of what we once perceived as possible and valuable. When we think about time and distance differently, our brains, wired for efficiency, begin to reorganize expectations for how work, innovation, and relationships get done. As these expectations shift, so does human behavior.
Changes in perception radically transform how we conceive of our investments—time, talent, and treasure— in creative endeavors. What we once viewed as risky may suddenly feel essential or even inevitable, ultimately reshaping how we innovate, collaborate, and move toward the future.
The first mile of innovation is not about traditional notions of execution but the creativity to cultivate the will to transform. This requires the courage to face the discomfort of letting go, the humility to listen deeply, and the wisdom to recognize that endings are must-haves for sharpening the questions we ask. As the computing truism goes– garbage in, garbage out.
Research in cognitive neuroscience and organizational psychology highlights several barriers to team-level creativity: misaligned individual and team goals, ego involvement, perceived social threats, lack of psychological safety, ambiguous team norms, fear of failure, and absence of a shared mission. These factors lead to disengagement, defensiveness, and inconsistency. Overcoming these obstacles involves creating environments where letting go is viewed as a strategic move toward collective success, emphasizing goal alignment, psychological safety, ethical collaboration, and a connection to a larger purpose.
Innovation is not just about finding and supporting exceptional individuals, technological advancements, or market disruptions; it's about enhancing quality of life. To achieve this, we must move beyond the allure of the new for its own sake and engage in the deeper work of ending what no longer serves us.
This involves critically assessing what we need to release—outdated practices, limiting beliefs, or unsustainable models—and committing to continuous learning and adaptation. It calls for strategic foresight: Where do we take bold action? How do we know it is wise action? How do we stay curious, resilient, and open when the unexpected happens?
As both quantum physics and John Lennon remind us: "A dream you dream alone is only a dream. A dream you dream together is reality."
Theo Edmonds, Culture Futurist® & Founder,Creativity America | Bridging Creative Industries and Brain Science with Future of Work & Wondervation™
©2024 Theo Edmonds | All Rights Reserved. Please credit the author when using any of this content. The views expressed above are those of the author and do not necessarily represent the views of any organization with which the author is affiliated.