An organisation is in many ways like a living, learning social organism: both adapt, both consist of systems, processes and activities that interact, and both must be able to change to fit their shifting context, with organisations often innovating to achieve breakthrough improvement; a QMS model therefore accepts that not every system, process and activity can be fixed in advance, so the system has to stay flexible and adaptable amid the complexity of the organisation's setting. The organisation studies its internal and external context to find what relevant parties need and expect and uses that knowledge in building a QMS aimed at lasting viability; what one process produces can feed another, all linked into an overall network, and even though their processes often look similar, no two organisations or their systems are the same. The organisation's processes can be defined, measured and improved; they interact across functional boundaries to deliver results in line with its objectives; some are critical and others are not; and each is a set of related activities that turn inputs into outputs. Within a process people work together on their daily activities, some of which are prescribed and depend on understanding the organisation's objectives, while others are shaped by reacting to outside events.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.