Top management should set up, put into effect and keep an innovation strategy, or more than one where appropriate, and make sure that it explains why innovation activities matter to the organization; that it is flexible and adaptable, so that it can change or emerge in response to feedback and to how innovation activities perform; that relevant interested parties receive and understand it; and that it is kept as documented information. The strategy can set out the context, the innovation vision and policy, roles, responsibilities and authorities, innovation objectives and plans, organizational structures, and support and processes, resource allocation included. Its logic is to concentrate on realizing value despite uncertainty, balancing decisions based on assumptions with decisions based on evidence, and it helps people see why the decisions taken to meet the objectives were taken.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.