The governing body should steer the carrying out of the strategy actively and responsively, within the governance policies (values included) and the shifting risk context, weighing value creation today against the innovation the future demands. Its means include: the organizational culture and the tone set by its own ethos; watching and reacting to the organization's conduct, decisions and activities; how the governing body and its committees are composed and work; keeping governance policies in line with the changing context and current practice; keeping to itself decisions that materially or fundamentally affect the organization and delegating the rest; planning succession for key roles, with arrangements for emergencies; monitoring, assessing and building the capability and competence of its delegates; a fair, responsible and transparent approach to pay; targets, key performance indicators and incentives, remuneration among them (6.4.3); and decisions on how resources are deployed strategically.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.