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| Section | Weight | Objectives |
|---|---|---|
| Applied Design Thinking | 5% | |
| Tactical Innovation & The Innovation Professional | 35% | |
| Foundations – Core Innovation Knowledge & Concepts | 25% | |
| Innovation Management & The Innovation Manager | 35% |
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NEW QUESTION # 14
If token rewards are handed out rather than commensurate rewards, it will actually do more harm than good, because it will do what?
Answer: B
Explanation:
In innovation engagement, rewards must feel meaningful and proportionate to the effort, risk, and value being requested from participants. A token reward is a weak, symbolic reward that does not match the seriousness of the contribution. If employees are asked to invest creativity, discretionary effort, problem-solving energy, and possibly reputational risk into an innovation program, a reward that feels cheap or dismissive can damage trust. That is why the strongest answer is that token rewards can embitter the organization toward the program. They make the innovation effort appear performative rather than sincere. Option B is wrong because the issue is not excessive idea volume; in fact, poor rewards usually reduce engagement. Option C is too absolute and imprecise. Option D concerns project execution, not reward psychology. The question is testing reinforcement mechanisms and engagement credibility. Meaningless incentives can turn people against the program instead of motivating sustained participation.
NEW QUESTION # 15
Design Innovation is any new innovation that delivers greater value and/or a better experience as a direct consequence of what?
Answer: A
Explanation:
Design Innovation is driven by a change in the design of the offering, experience, interaction, interface, form, configuration, or user-facing arrangement that creates greater value or a better experience. The key phrase is
"as a direct consequence of what?" That means the innovation must result from design itself, not simply from technology, quality improvement, or feature expansion. Option A is correct because a measurable change in design can alter usability, desirability, convenience, emotional appeal, accessibility, or user experience.
Option B is wrong because using better-designed technology would fall closer to technology-enabled innovation, not pure design innovation. Option C is about quality improvement, which may enhance value but does not define Design Innovation. Option D is feature expansion, which may or may not improve the experience and can even create complexity. In Design Innovation, the value comes from how the offering is designed, not merely from having more functions or better engineering.
NEW QUESTION # 16
Throughout Stage 5 of the GInI InMS, the organization will have many opportunities for feedback loops (just as in Stage 4), where their learnings help them to either reinforce, redirect, or kill each project.
Select one correct answer from the list:
Answer: C
Explanation:
GInI'sCInI Handbookmirrors Stage 4's feedback loops in Stage 5, where pilots and early launches provide data to "reinforce" (bolster strengths), "redirect" (adjust course), or "kill" (halt unviable efforts). This iterative refinement ensures the Back End delivers value, consistent with GInI's adaptive execution model.
"Reimagine, renew, accelerate" (B) is forward-looking, not evaluative. "Remove, restore, monitor" (C) is passive. "Reinstate, refocus, ignore" (D) lacks termination clarity. Option A aligns with GInI's terminology, matching the original answer, reflecting a disciplined, responsive approach to scaling innovation-a GInI strength in managing late-stage risks.
NEW QUESTION # 17
Stage 3 of the GInI InMS is focused on evaluating and selecting new ideas for conversion into Innovation Projects.
Select one correct answer from the list:
Answer: A
Explanation:
GInI'sCInP Handbookdefines Stage 3 of the Innovation Management System (InMS) as the evaluation and selection phase, where ideas from the Funnel (Stage 1) and refinement (Stage 2) are assessed for merit and chosen to become "Innovation Projects." This involves criteria like feasibility, value, and alignment, transitioning concepts into structured efforts. "Capturing and accumulating" (A) is Stage 1. "Focusing ideation efforts" (B) is Stage 2. "Helping the organization feel innovative" (D) is an outcome, not a focus. Option C matches GInI's description, aligning with the original answer, embodying a rigorous, decision-making process that filters creativity into actionable innovation-a critical GInI gatekeeping function.
NEW QUESTION # 18
With experience, Project Leaders learn to structure the work of their projects to ensure the necessary actions are taken to follow a good innovation process.
Select one correct answer from the list:
Answer: C
Explanation:
GInI'sCInP Handbookstresses that effective Project Leaders develop the skill to "structure the work of their projects" to ensure a disciplined, repeatable innovation process. This involves defining phases, setting milestones, and aligning team efforts with methodologies like the GInI Innovation Management System (InMS). Option A, "manage each detail," suggests micromanagement, which GInI discourages in favor of strategic oversight. Option B, "cast a compelling vision," is inspirational but not the operational focus here.
Option D, "recruit very capable people," is a prerequisite but doesn't address the act of structuring work. The question's emphasis on experience leading to process adherence points directly to C, which matches GInI's description of a Project Leader's evolution. The original answer (C) is correct and substantiated by GInI's framework.
Reference:GInICInP Handbook, Section on Project Leadership Skills.
NEW QUESTION # 19
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