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• Integration—the new product, service or business enters the organization’s mainstream.
The first two stages are dependent on people or leadership skills. Stages three and four lean heavily on disciplined management systems and processes.
Of course, these four innovation stages aren’t always so neat and orderly. They run in parallel, overlap each other and sometimes clash. For example, stage two often involves field and development people. That means stage three work may already be proceeding while the project is still in stage two. In smaller or centralized companies, the close involvement of field people in stages two and three means many of them are already trained by the time the company is in stage four.
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