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| Section | Weight | Objectives |
|---|---|---|
| Leveraging Adjacent Roles and Skills | 19% | - Leading cross-functional work - Working with product and business teams - Collaboration with architects and designers - Integrating UX and technical perspectives |
| Value Design | 32% | - Value measurement and outcomes - Strategic direction and rationale - Ethics and value alignment - Context and innovation impact |
| Tools and Artifacts | 23% | - Documentation and visualization - Design frameworks and methods - Decision-making tools - Strategy mapping and modeling |
| Intangible Deliverables | 26% | - Governance and mindset - Change and adoption enablement - Culture and capability building - Stakeholder alignment |
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NEW QUESTION # 39
A design team presents their vision for a new product, and their executive team has some fundamental questions about how the product strategy will drive business outcomes.
What should the strategy designer do to address these concerns?
Answer: C
Explanation:
The design team should provide a breakdown of the strategy, linking features with consumer benefits and outcomes, to address the concerns of the executive team. This helps communicate the value proposition and rationale of the product vision, and how it aligns with the business goals and objectives. https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/communicate-the-product-vision
NEW QUESTION # 40
The strategy designer at Cloud Kicks has worked with the development team to create a cross cloud 360 prototype based on a concept to create a better customer experience and help drive revenue. What should the designer produce to get buy-in from the business stakeholders?
Answer: B
Explanation:
Business stakeholders require a clear financial business case and execution roadmap connecting experience concepts to enterprise ROI. In the Platform Strategy Designer context, this question belongs primarily to Leveraging Adjacent Roles/Skills. In Leveraging Adjacent Roles/Skills, the strategy designer works effectively with architects, developers, business analysts, organizational designers, accessibility specialists, and other disciplines so that strategy can move into feasible execution. A prototype is a learning instrument, not merely a preview of the final interface. The team should use it to test the assumptions that create the greatest risk, gather evidence cheaply, and refine the strategic direction before committing to expensive implementation. Here, Business case and roadmap is the strongest choice because it most directly matches the outcome, constraint, or decision described in the scenario. The other choices may be useful in a different stage or for a different question, but they do not address the central requirement as directly. Business user flow and journey map focuses attention elsewhere, while Business metrics and ROI map addresses a related concern without providing the same fit to the scenario ' s stated objective. That distinction is important on the exam:
select the method or capability that resolves the specific uncertainty in the scenario rather than the option that is merely plausible in a broader project.
Study Guide Topics: Leveraging Adjacent Roles/Skills
Official Salesforce Reference: Design Strategy Prototyping - Explore Key Prototyping Considerations
NEW QUESTION # 41
Cloud Kicks wants to improve its digital commerce experience because it is losing prominence in the market.
What should a strategy designer rely on to get stakeholder buy-in for a redesign?
Answer: C
Explanation:
Combining customer research findings with competitive market benchmarking provides compelling evidence for executive buy-in. In the Platform Strategy Designer context, this question belongs primarily to Intangible Deliverables. In Intangible Deliverables, the strategy designer creates alignment, trust, shared understanding, ethical awareness, and persuasive communication so that people can make coordinated decisions around the intended future state. Competitive analysis adds market context to customer research by showing how alternatives shape expectations and where differentiation may exist. When combined with direct research evidence, it gives stakeholders a stronger rationale for change than a polished visual concept alone. Here, Research findings and a competitive analysis. is the strongest choice because it most directly matches the outcome, constraint, or decision described in the scenario. The other choices may be useful in a different stage or for a different question, but they do not address the central requirement as directly. Wireframes and a total addressable market (TAM) calculation focuses attention elsewhere, while Inspiring graphics and personas addresses a related concern without providing the same fit to the scenario ' s stated objective. That distinction is important on the exam: select the method or capability that resolves the specific uncertainty in the scenario rather than the option that is merely plausible in a broader project.
Study Guide Topics: Intangible Deliverables
Official Salesforce Reference: Alignment as a Strategic Craft - Gain Alignment
NEW QUESTION # 42
At a 15-person stakeholder workshop, the Cloud Kicks' design team shared three strategic opportunities and discussed the insights that led to them. They were well-received, and the leaders looked pleased. The design team then led a brainstorm on each opportunity.
What is the reason the strategy designer should recommend dot voting at this point?
Answer: C
Explanation:
Dot voting is a democratic and quick way to gauge group consensus on the most valued ideas. It narrows down numerous ideas to those most critical to the group, facilitating focused discussions on priorities and driving alignment on strategic opportunities.
NEW QUESTION # 43
A design team is following the design thinking process to create a vision for their new loyalty program. While design thinking is an iterative process, there are phases that follow a general order. Which phase encompasses creating Jobs To Be Done?
Answer: B
Explanation:
Synthesizing research into Jobs To Be Done (JTBD) occurs during the ' Define ' phase of Design Thinking. In the Platform Strategy Designer context, this question belongs primarily to Tools and Artifacts. In Tools and Artifacts, the key is to select the method, framework, artifact, or Salesforce capability that directly addresses the uncertainty in the scenario and supports an evidence-based decision. Jobs To Be Done is a synthesis tool used to define the progress customers are trying to make independent of a specific solution. It therefore belongs primarily in the Define portion of design thinking rather than the later prototype or deployment stages. Here, Define is the strongest choice because it most directly matches the outcome, constraint, or decision described in the scenario. The other choices may be useful in a different stage or for a different question, but they do not address the central requirement as directly. Prototype focuses attention elsewhere, while Deploy addresses a related concern without providing the same fit to the scenario ' s stated objective.
That distinction is important on the exam: select the method or capability that resolves the specific uncertainty in the scenario rather than the option that is merely plausible in a broader project.
Study Guide Topics: Tools and Artifacts
Official Salesforce Reference: Platform Strategy Designer Certification Prep - Tools and Artifacts
NEW QUESTION # 44
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