Are You Running the Right Race? Why Innovation Needs Stamina, Not Just Speed.
I have never been the fastest runner. My first attempts were awkward, uncomfortable and, if I am honest, a little embarrassing. But those early runs taught me something that has shaped how I think about innovation in organisations. Progress is not about speed. It is about stamina. Just as in running, the challenge in innovation is not starting, it is sticking with it when things get tough.
Across boardrooms and project teams, I see the same pattern repeat itself. There is a burst of excitement: a new pilot, a shiny tool, a bold initiative. Everyone is off the blocks quickly, chasing the promise of transformation. But after the initial sprint, momentum fades. The project limps to a halt, and the “innovation” ends up gathering dust.
Why does this happen? Too often, we treat innovation like a race to the finish, not a journey of endurance. We focus on launching, not sustaining. We celebrate the start, not the finish. In doing so, we set ourselves up for disappointment.
Let’s pause for a moment. If you are a senior leader, ask yourself honestly: Have you ever pushed your team to deliver the latest thing, such as AI, just because it is new or trending? Have you prioritised a tool you heard about at a conference, or demanded instant cost savings because you want quick wins? If so, you are not alone.
The pressure to deliver fast results is real. But is your roadmap only running for three months at a time? Is your strategy just a series of short sprints?
Why not plan for the long term, but do so in a way that delivers quick wins and builds the foundations for lasting success? If you would not expect yourself to run a marathon without training, why expect your team to deliver transformation overnight? Celebrate the 5k, the 10k, the half marathon. Recognise the milestones, not just the finish line. That is how you build the habits and stamina for real, lasting innovation.
The Burn Is Not Failure. It Is Adaptation.
When I first started running, every step felt like a struggle. My legs burned, my lungs protested, and my mind screamed for me to stop. But I learned that the burn was not a sign of failure. It was proof I was adapting, getting stronger, building the resilience to go further next time.
Innovation works the same way. The discomfort, the setbacks, the awkward moments, these are not signs you are failing. They are evidence you are changing, learning, and growing. If it feels too easy, you are probably not pushing hard enough.
Organisations need to embrace this phase. Change is supposed to feel strange at first. The trick is to keep moving, even when it is tough. That is how you build the endurance to go the distance.
Building Innovation Stamina: The Fundamentals Matter
So, what separates the organisations that finish strong from those that drop out early? It is not about having the latest technology or the biggest budget. It is about mastering the basics.
Clear Purpose: Like a runner with a training plan, you need to know what problem you are solving before you start. Too many pilots fail because they chase solutions without understanding the problem.
Supportive Culture: Running alone is hard. Running with a club is easier. In organisations, culture is your running club. It is the encouragement, accountability, and camaraderie that keeps you going when motivation dips.
Consistent Habits: Progress comes from showing up, day after day, not from one-off sprints. Innovation thrives when teams build routines for experimentation, reflection, and improvement.
I have seen teams transform when they focus on these fundamentals. The pilots that succeed are the ones where people are given space to experiment, recover from setbacks, and try again. It is just like a runner building up their mileage.
The Problem with Chasing Speed
There is a seductive logic to moving fast. In a world obsessed with disruption, speed is often mistaken for progress. But in my experience, the fastest runners are not always the ones who finish the race. The winners are those who pace themselves, adapt to the terrain, and keep going when others drop out.
In innovation, moving too quickly can mean skipping the groundwork: governance, data, security, and, most importantly, culture. These are not glamorous, but they are essential. Without them, good ideas never get the chance to grow.
What Senior Leaders Need to Ask
If you’re leading change, ask yourself: Are you setting your team up for a sprint or a marathon? Do you celebrate only the flashy launch, or steady progress? Are you making it safe for people to admit when they’re struggling, so they can get back on track?
Before your next innovation sprint, reflect on these questions:
· Are we making room for new ideas to become sustainable?
· Are we listening to those closest to the problem?
· Are we building foundations for innovation to grow beyond a single team?
· Are we investing in readiness, not just results?
These questions are the checkpoints along your route. They help ensure you are not just chasing the finish line but building the habits and foundations that will sustain progress over the long run.
From Hype to Habit: Making Innovation Sustainable
It is only natural to be tempted by the latest innovation, whether it is a new AI tool or, in my case, the latest running watch. I will admit, I am currently eyeing a shiny new toy. But I know that until I have built up my miles and proved to myself that I am truly back as a runner, that watch would just be another gadget gathering dust. The same goes for organisations: do not invest in the next big thing until you have built the stamina and habits to make it count. Celebrate your milestones, build your foundations, and when you are truly ready, the new tools will help you go even further.
So, lace up. Start steady. Keep running. When the going gets tough, remember, that’s where the real progress happens.
And before you move on, ask yourself: How many pilots, MVPs, or proof-of-value projects have you started and not finished? How many are still running now?
The answer might reveal more about your organisation’s capacity for lasting change than anything else.
Author: David Larsen