The governing body should give the organization a clear grasp of its intentions by setting well-defined strategic outcomes, together with guidance on the strategy for reaching them, that it has concluded will fulfil the purpose and the value generation objectives. In doing so it should take into account the internal and external context, including: the purpose, values and value generation model; the time horizons envisaged; the risk landscape; the value generation objectives set; the mutual dependence between the organization and its natural environmental, social and economic setting (the organization's material effect on that context and the context's effect on it); what resources, financial included, are needed and how they can be obtained; how good stakeholder relationships and engagement are; the organization's effect on its stakeholders; strengths, weaknesses, competitive position and operational resilience; what relevant stakeholders expect; and openings for innovation.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.