Operating structures are put in place to deliver the strategy and business objectives. Management designs the operating structure and reporting lines that carry out the strategy, considering the strategy, the nature and size of the entity, its geographic distribution, regulatory requirements and the risks it faces, and clearly defines responsibilities in the reporting lines, including which roles in management report to the board, even if only indirectly; enterprise risk management structures tell management how risks linked to the strategy arise throughout the entity, whether through a chief risk officer or head of risk, risk committees or embedded roles; the board gives management authority to design practices and put them in place, and management sets out roles and responsibilities across the entity and its operating units, delegating only to the extent needed, separating review and approval from execution, and limiting authority as well as empowering it; and the structures are tailored to the entity's capabilities and revisited as the entity evolves.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.