The organization should foster a culture that supports innovation activities, in which creative mindsets and behaviours and operational ones can exist side by side, since innovating requires both. It should consider a working environment marked by openness, curiosity and attention to users; encouraging feedback and suggestions; encouraging learning, experimentation, creativity, change and the questioning of assumptions; encouraging people to take risks and to learn from failure while staying engaged; networking, collaboration and participation both inside and outside; diversity, respect and inclusion of people, disciplines and viewpoints; shared values, beliefs and behaviours; balancing analysis and decisions based on assumptions with those based on evidence; and balancing planning and processes that are linear with those that are not. Organizations with such a culture often have: leaders at every level who show commitment; management of how different innovation activities coexist and how people move between them; support for, and recognition of, innovators, innovative behaviour, initiatives and storytelling; incentives aimed at intrinsic motivation such as purpose and autonomy, not money alone; development of the competencies that support innovation; culture assessed against indicators that are relevant; and structures for collaboration across disciplines.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.