This is a general question, nothing is missing, and no data is needed. Please read my statement below about The Three-Skill Approach and the Tribe and let me know in detail if it would help any company.
I think the main things needed for an organization to go from Stage 2 to Stage 3 are employees who are engaged, have a stake in the organization, and feel recognized and appreciated.
Supervisors: I recommend supervisors to conduct regular employee evaluations (to include technical skills and human skills), and recognize employees who do well. This will encourage good work ethic and hopefully keep on going. Evaluations for employees who are substandard should be constructive and detail an incremental plan to show progress. Rewards should be given as progress is shown. I firmly believe praise should be given in public, criticism in private. This is non-negotiable. If you want to earn employee loyalty, praise employees in front of their peers. It will work wonders. If you want to lose your employees, try berating them in public. Lastly, know your employees, and not just their strengths and weaknesses, but something of their personal lives too. Asking someone how a sick relative is doing shows them you know who they are and are interested in them, instead of them just being a cog in the machine.
Middle management: Fully support your supervisors and their incentive plans. Remain technically proficient in your employee tasks. This will earn their respect. How many times have you worked for someone who did not know as much as you did about your job? That is how your employees feel about you if you do not remain on top of the skills they need to perform. Get to know your supervisors and make them feel appreciated. The same rule applies: praise in public and criticize in private.
Top management: While you are not expected to keep on top of your technical skills, your human skills and conceptual skills need to be in top form. Get to know your middle management, and even your supervisors. Every now and then publicly recognize supervisors and employees who do well. Make sure your middle management understands the big picture and is relaying to the supervisors how they fit into it. As always, praise in public and criticize in private.
I firmly believe that by giving the employees reasons to be engaged and rewarding them for excellent performance, an organization can move up from Stage 2 to Stage 3. It all hinges on getting the employees involved and invested in the organization.