Question # 1
| A strategy designer is working on a future digital commerce vision for Cloud Kicks.
What should the designer focus on when engaging technical stakeholders7 | | A. Minimize technical stakeholders' input at this early stage. | | B. Ensure all ideas have buy-in from technical stakeholders. | | C. Explore feasibility and opportunities for future innovation. |
C. Explore feasibility and opportunities for future innovation.
Explanation:
The designer should focus on exploring feasibility and opportunities for future innovation when engaging technical stakeholders. Feasibility refers to how possible or realistic it is to implement a solution, given the technical constraints or requirements. Opportunities for future innovation refer to the potential or possibilities for creating new or improved solutions, leveraging the latest technologies or trends. Both aspects help foster a collaborative and creative dialogue between the designer and the technical stakeholders, and ensure that the solution is both viable and desirable. References: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/engage-technical-stakeholders
Question # 2
| Cloud Kicks wants to improve its business model to be closer to its customers and provide quantifiable improvements to business efficiency.
Which framework should be used to drive the success of the new business model? | | A. Usable, Feasible, Cost-Effective | | B. Feasible, Viable, Impactful | | C. Desirable, Feasible, Viable |
C. Desirable, Feasible, Viable
Explanation:
The Desirable, Feasible, Viable framework is essential for ensuring a new business model's success. It ensures the model is customer-centric (Desirable), technically and organizationally achievable (Feasible), and financially sustainable (Viable), aligning the innovation with customer needs, operational capabilities, and business objectives.
Question # 3
| Cloud Kicks' (CK) stakeholders have some concerns about a newly created CX vision
because
they struggle with imagining how it will impact CK's current product. What should a strategy designer do to alleviate the stakeholders' concerns? | | A. Prototype an aspect of the vision that in interact with the current product and share
insights with stakeholders. | | B. Organize a brainstorming session toto provide stakeholders with a chance to reassess
the vision. | | C. Share associated Objectives & Key with stakeholders to put the vision in a business
context. |
A. Prototype an aspect of the vision that in interact with the current product and share
insights with stakeholders.
Explanation: A CX vision is a statement that describes the desired future state of the
customer experience. It should be inspiring, aspirational, and feasible. To alleviate
stakeholders’ concerns about how it will impact the current product, a strategy designer
should prototype an aspect of the vision that interacts with the current product and share
insights with stakeholders. This can help them visualize and understand how the vision can
be realized and what benefits it can bring. A brainstorming session may not be helpful if the
stakeholders are already skeptical about the vision. Sharing objectives and key results may
provide some context, but they do not show how the vision will affect the product.
Question # 4
A cross-disciplinary team at Cloud Kicks has to synthesize top customer quotes and insights from research and turn them into design opportunities. Which question should the team use to prioritize insights?
| A. How will this improve the customer experience?
| B. Is our technology capable of supporting this need?
| C. What will bring in the most revenue?
|
A. How will this improve the customer experience?
Explanation:
The best question to prioritize insights from customer research is how will this improve the customer experience, as this focuses on the value proposition and user needs of the design. Asking if the technology is capable of supporting the need or what will bring in the most revenue may not reflect the user-centric approach of design thinking.
Question # 5
| A consumer healthcare startup wants to collect data on patients' symptoms over time, and
plans to research how to monetize this data.
How should a strategy designer counsel leadership in consideration of ethical implications for both
the company and its patients? | | A. Perform user research with patients to understand their level of comfort of data being shared for
monetization. | | B. Facilitate a Consequence Scanning workshop before proceeding with any further investment. | | C. Research similar healthcare organizations about how they are monetizing patient data |
B. Facilitate a Consequence Scanning workshop before proceeding with any further investment.
Explanation:
A strategy designer should counsel leadership in consideration of ethical implications for both the company and its patients by facilitating a Consequence Scanning workshop before proceeding with any further investment. A Consequence Scanning workshop is a method to identify and mitigate potential negative consequences of a product or service, such as privacy, security, or social issues. It involves mapping out the intended and unintended outcomes of the product or service, assessing their likelihood and severity, and devising actions to prevent or reduce harm. Performing user research or researching similar organizations may provide some insights, but they do not address the ethical implications in a systematic and proactive way.
Question # 6
| A strategy designer is seeing signals of success with a new product that is driving brand
loyalty and decreasing consumers' environmental impact. How should a business case be built for
continuing sustainable innovation through a view of a full product lifecycle? | | A. Purchase carbon offsets for energy used in manufacturing. | | B. Source cheaper, locally-grown raw materials. | | C. Extend customer journey maps to pre and post purchase. |
C. Extend customer journey maps to pre and post purchase.
Explanation:
A business case for sustainable innovation should demonstrate how the product creates value for both the company and the customers throughout its lifecycle, from pre-purchase to post-purchase. Extending customer journey maps to include these stages can help identify opportunities and challenges for enhancing the product experience and reducing environmental impact. Purchasing carbon offsets or sourcing cheaper materials may reduce some costs or emissions, but they do not address the full product lifecycle or the customer perspective.
Question # 7
| A health and wellness company wants to create a 10-year vision for its business. Which
external context for innovation is the least risky trend to influence the company's strategy? | | A. Market shift: The stability of the economy and consumers buying power in the next 10
years | | B. Perception shift: Feelings toward the efficacy of wellness products in the next 10 years | | C. Demographic shift: Number of affluent and educated young professionals in the U.S. in
the next
10 years |
B. Perception shift: Feelings toward the efficacy of wellness products in the next 10 years
Explanation: The least risky trend to influence the company’s strategy for a health and
wellness company that wants to create a 10-year vision for its business is perception shift:
feelings toward the efficacy of wellness products in the next 10 years, as this is more likely
to be stable and predictable than market shift or demographic shift, which are more volatile
and uncertain.
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