Top management should make sure that organizational structures are in place that are relevant and adaptable enough for the innovation management system to deliver what is intended. It should consider how creativity and exploration can sit alongside, or be combined with, deployment and efficiency; and should consider setting up dedicated structures, sized to the organization, in any of these cases: innovations are likely to be radical or disruptive in relation to existing offerings, or to compete with them; different incentives, indicators, cultures or styles of leadership are called for; particular support, resources included, must be reserved for innovation activities alone; or particular operations and processes must cope with more uncertainty and variation than established processes do.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.