Unlike early-stage companies, more mature corporations with established revenue streams face different challenges in managing innovation. Conventional management wisdom suggests that a passionate project leader (often called a "champion" or "maverick") for a particular innovation cannot succeed without the active involvement of a senior sponsor somewhere in the organization. However, while these two roles--the senior sponsor and the passionate champion--may be necessary in an established company's effort to nurture, develop, commercialize, and integrate an innovation, these two roles (along with other roles) may not be sufficient.

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