The organization should manage every innovation initiative, considering the following: setting and continually revisiting its scope, covering objectives, constraints, expected results and deliverables; choosing indicators and deciding how they will be used to evaluate and improve the initiative; setting up management and decision structures such as reference or steering groups; securing leadership and the structures, support and resources required; attracting and keeping people with suitable competencies and forming the team; setting roles, responsibilities and authorities, including those who manage and coach; identifying and setting up collaboration inside and outside; putting suitable innovation processes in place and running them; protecting intellectual property and other critical assets; taking account of internal and external requirements, and of the risk of failing to meet legal and regulatory requirements, social responsibility included; capturing lessons learned throughout; and using failures as chances to learn. It should decide how each initiative will be carried out, through one approach or several combined: internally within one unit or more; crowdsourcing across the organization; collaboratively through partnerships, alliances, joint ventures, public programmes, ecosystems or clusters; outsourcing all or part of it; acquisition, merger or a partial investment; or divestiture or spin-off. The approach may be revisited as the processes run.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.