Statement: to succeed over time, an organisation manages how it relates to its relevant interested parties, its providers among them. Rationale: relevant parties affect how the organisation performs, and lasting success is more likely when the organisation manages its relationships with all of them so that their effect on performance is as good as it can be; relationships with the network of providers and partners matter most of all. Likely benefits: the organisation and its relevant parties both perform better because the opportunities and constraints each party brings are answered; objectives and values are understood in common; more value can be created by pooling resources and competence and by managing quality-related risk; and the supply chain is well run and delivers a steady flow of products and services. Suggested actions: work out who the relevant parties are (providers, partners, customers, investors, employees, society at large) and how each relates to the organisation; decide which relationships need managing and in what order of priority; build relationships that weigh short-term gain against the long view; pool and exchange information, expertise and resources with relevant parties; measure performance and feed it back to them where appropriate so as to spur improvement; set up shared development and improvement work with providers, partners and others; and encourage and recognise the improvements and achievements of providers and partners.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.