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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Tools and Artifacts | 23% | - Design frameworks and methods - Decision-making tools - Strategy mapping and modeling - Documentation and visualization |
| Topic 2: Value Design | 32% | - Context and innovation impact - Strategic direction and rationale - Ethics and value alignment - Value measurement and outcomes |
| Topic 3: Intangible Deliverables | 26% | - Governance and mindset - Stakeholder alignment - Culture and capability building - Change and adoption enablement |
| Topic 4: Leveraging Adjacent Roles and Skills | 19% | - Leading cross-functional work - Working with product and business teams - Integrating UX and technical perspectives - Collaboration with architects and designers |
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NEW QUESTION # 107
A strategy designer is facilitating a critique on a concept for their company ' s new loyalty program, and they ' re getting a lot of subjective feedback representing personal opinions. What is the most common reason for this, assuming good intent from all participants?
Answer: B
Explanation:
Unclear or missing critique guidelines/framing are the most common reason a critique session devolves into subjective opinion, since participants default to personal taste without a shared structure to focus on. 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.
Effective critique depends on explicit goals and criteria. Participants should understand what aspect of the work is being evaluated and how feedback should relate to user needs, business outcomes, and strategic intent rather than personal taste. Here, The designer has not properly defined the guidelines for the critique session.
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. The critique does not have the right participants in the room; there are too many dominant personalities. focuses attention elsewhere, while The non-designers do not have the skills needed to give effective critique on design work. addresses a related concern without providing the same fit to the scenario ' s stated objective.
Study Guide Topics: Intangible Deliverables
Official Salesforce Reference: Platform Strategy Designer Certification Prep - Intangible Deliverables
NEW QUESTION # 108
A design team is working on the challenge: " How might we provide tools to enable customers to resolve service issues by themselves rather than escalating to human representatives? " Which bot metrics should the strategy designer suggest to assess the impact of their work?
Answer: C
Explanation:
The most direct metric is Human takeover rate. The challenge explicitly asks whether customers can resolve service issues without escalating to a human representative, so the success signal should measure the frequency of those escalations and trend downward. Customer satisfaction remains an important complementary metric, but it does not directly measure containment. In the Platform Strategy Designer context, this question belongs primarily to Value Design. In Value Design, the strategy designer links validated human needs to business outcomes and external context, then defines measurable signals that show whether the intended value is actually being created. The metric should trace directly to the stated outcome. If success means resolving issues without escalation, the most diagnostic measure is the rate at which conversations still require a human takeover; the desired direction is downward, supported by satisfaction and completion metrics. Here, Human takeover rate 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. Customer satisfaction rate focuses attention elsewhere, while Total conversations addresses a related concern without providing the same fit to the scenario ' s stated objective.
Study Guide Topics: Value Design
Official Salesforce Reference: Challenge Framing and Scoping - Create Effective How Might We Statements
NEW QUESTION # 109
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:
The best thing to rely on to get stakeholder buy-in for a redesign of digital commerce experience is research findings and a competitive analysis, as this helps demonstrate the user needs and pain points, and the market opportunities and threats. Wireframes and a total addressable market calculation or inspiring graphics and personas may not be persuasive or comprehensive enough for stakeholder buy-in.
NEW QUESTION # 110
A financial technology company develops an app for wealth management firms and receives initial success upon launch.
Which metric should be used to measure the longevity of the product and long-term growth potential?
Answer: C
Explanation:
The customer retention rate is a key metric for assessing the long-term growth potential and sustainability of a product. High retention rates indicate that the product continues to meet customer needs over time, contributing to a stable and growing user base and reflecting the product's enduring value.
NEW QUESTION # 111
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?
Answer: A
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.
NEW QUESTION # 112
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