Question # 1
| A strategy designer is presenting the results of a design sprint including sketches of new
concepts for an upcoming release. Several business stakeholders were not aligned on the
priorities driving the design sprint outcomes and spent the meeting arguing about new
directions in which they would like to take the product.
What should the strategy designer do to gain alignment? | | A. Refine the ideas to a higher fidelity so the stakeholders get a better sense of the vision, | | B. Share research insights to build a deeper understanding and urgency around the
problems to solve. | | C. Add the stakeholders’ ideas and agree to pursue both; it is more important to keep the
peace on the team. |
B. Share research insights to build a deeper understanding and urgency around the
problems to solve.
Explanation: Grounding discussions in user research insights can refocus stakeholder
conversations on user needs and the underlying problems the project aims to solve. This
approach can help align stakeholders by emphasizing the importance of addressing these
user-centered issues, moving beyond personal preferences or directions.
Question # 2
| During requirements discovery for a new mobile app for Cloud Kicks, different business
units are proposing conflicting requirements for some of the key use cases. which
methodology
should be used to resolve conflicts and promote consensus? | | A. Journey Mapping | | B. SWOT Analysis | | C. Prioritization Matrix |
C. Prioritization Matrix
Explanation: The methodology that should be used to resolve conflicts and promote
consensus among different business units is a prioritization matrix. A prioritization matrix is
a tool to evaluate and compare requirements based on two or more criteria, such as
impact, effort, urgency, or importance. Requirements that score high on the chosen criteria
are usually prioritized, while requirements that score low are usually deprioritized or eliminated. A prioritization matrix can help different business units reach a common
understanding and agreement on the most critical and valuable requirements for the key
use cases. A journey map or a SWOT analysis may not be effective for resolving conflicts
or promoting consensus, as they do not provide a clear and objective way to rank
requirements.
Question # 3
| Cloud Kicks is excited about a new customer self-service initiative, Within the stakeholder team, a support manager has shared features they want to recreate from their previous; a product manager wants to implement new features that were not available in their previous system. There is a concern that conflicting demands may lead to organizational paralysis on the project.
What should the strategy designer recommend to stakeholders to remediate risks? | | A. Mop features between the two systems and let stakeholders prioritize, | | B. Revisit customer research to inform internal prioritization. | | C. Advise executive leadership to make the decision about priorities. |
B. Revisit customer research to inform internal prioritization.
Explanation:
Returning to customer research ensures that decisions are based on user needs and insights, which can help reconcile internal differences by focusing on what matters most to customers. This customer-centric approach can guide prioritization and reduce the risk of organizational paralysis by aligning features with user demands.
Question # 4
| Project team at Cloud Kicks framed this design challenge: "How might we help our
customers amidst supply chain interruptions?
What information is missing that belongs in all well-written challenge statements? | | A. The persona being designed for | | B. The desired outcome | | C. The hypothesis for the solution |
A. The persona being designed for
Explanation: A well-written challenge statement should clearly define the target user or
persona to ensure the design solutions are tailored to their specific needs and contexts.
Including the persona in the challenge statement focuses the team's efforts on creating
solutions that are relevant and impactful for the intended audience.
Question # 5
Cloud Kicks' (CK) product teams are well-led, productive, and meet their KPIs. However, the
teams tend to become siloed and focused on their individual team priorities, occasionally leaving
CK's customer experience fragmented.
Which tool should CK's strategy designer recommend to grow and nurture cross-departmental
collaboration?
| A. V2MOM with shared methods.
| B. Roadmap of cross-product features
| | C. Annual leadership summit |
A. V2MOM with shared methods.
Explanation:
The best tool to grow and nurture cross-departmental collaboration is V2MOM with shared methods, as this helps align the teams around a common vision, values, methods, obstacles, and measures. A roadmap of cross-product features or an annual leadership summit may not be enough to foster ongoing collaboration and communication.
Question # 6
| Cloud Kicks learns that some website visitors, especially those who can't see high-contrast
color palettes, do not convert into customers.
What should the strategy designer do to solve for this accessibility challenge"? | | A. Ideate marketing concepts to reach new audiences. | | B. Conduct an empathy workshop to understand the audience | | C. Invite users to co-create as accessibility experts |
C. Invite users to co-create as accessibility experts
Explanation: Inviting users to co-create as accessibility experts means involving users
who have accessibility needs or challenges in the design process as collaborators and
consultants. This helps solve for the accessibility challenge by ensuring that the design
meets the standards and expectations of the target audience.
Question # 7
| Cloud Kicks (CX) has spent several months working to align the entire company around a
vision based on inclusivity in the digital age. Because this project will span several years,
the design
team is concerned the vision will eventually be lost.
What should CK do to maintain the vision and create transformative change? | | A. Align the vision to current industry trends | | B. Continuously align business goals to the vision | | C. Realize the vision must be driven by business goals. |
B. Continuously align business goals to the vision
Explanation: CK should continuously align business goals to the vision to maintain the
vision and create transformative change. Business goals are the specific and measurable
objectives that support the vision. By aligning business goals to the vision, CK can ensure
that every decision and action is consistent with the desired future state, and that the vision
is not diluted or distorted over time. Aligning the vision to current industry trends may not be relevant or sustainable for CK’s unique value proposition. Realizing that the vision must
be driven by business goals may undermine the purpose and direction of the vision.
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