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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Value Design | 32% | - Strategic direction and rationale - Value measurement and outcomes - Context and innovation impact - Ethics and value alignment |
| Topic 2: Tools and Artifacts | 23% | - Design frameworks and methods - Decision-making tools - Strategy mapping and modeling - Documentation and visualization |
| Topic 3: Leveraging Adjacent Roles and Skills | 19% | - Leading cross-functional work - Integrating UX and technical perspectives - Collaboration with architects and designers - Working with product and business teams |
| Topic 4: Intangible Deliverables | 26% | - Governance and mindset - Stakeholder alignment - Change and adoption enablement - Culture and capability building |
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NEW QUESTION # 67
The design team at Cloud Kicks has designed a desirable solution for customers that is viable to the company's business model. The strategy designer on the team now needs to determine the feasibility of the solution.
Which three main areas should be focused on to assess feasibility?
Answer: B
Explanation:
The three main areas that should be focused on to assess feasibility of the solution are distribution channels, capabilities, and potential partners. Distribution channels are the ways or methods that a product or service reaches the customers, such as online, in-store, or direct. Capabilities are the skills, resources, or technologies that are required or available to implement a solution, such as platform features, integrations, or tools. Potential partners are the external entities or organizations that can help or support the delivery or operation of a solution, such as suppliers, vendors, or consultants. These areas help evaluate the technical and operational feasibility of the solution, and identify the gaps or opportunities for improvement or innovation. https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/create-a-business-model-canvas
NEW QUESTION # 68
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: B
NEW QUESTION # 69
Cloud Kicks (CK) set a goal to improve the sustainability of its business in the coming year. A strategy designer on CK ' s team knows the importance of pushing for environmental impact in their latest designs.
What should they do to prepare to measure progress toward this goal?
Answer: A
Explanation:
Extending journey maps to include pre-purchase sourcing and post-use disposal maps full lifecycle environmental impacts and metrics. 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. Here, Create a journey map that extends into pre-purchase and post use disposal to uncover unseen impacts of the product ' s lifecycle. 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. Only interview customers who value environmentalism to uncover needs from CK ' s desired customer base of ethical consumers. focuses attention elsewhere, while Schedule a workshop with key product stakeholders to brainstorm ' how might this new product be more sustainable? ' 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: Journey Mapping - Start Your Journey Map
NEW QUESTION # 70
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: A
Explanation:
Clear critique guidelines, objectives, and framing are essential for keeping feedback focused on strategic goals rather than subjective personal preferences. 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 # 71
A strategy designer proposes a multi-step strategy to reach the ultimate goal of making Cloud Kicks a net- zero company. The first step includes analyzing emissions and integrating data-driven insights into operational planning to reduce the carbon footprint of logistics. Each subsequent step builds on prior work and increases measurable progress until the goal is reached. Which tool should the designer use to connect short-term efforts with long-term impact goals?
Answer: B
Explanation:
An impact ladder is specifically designed to connect a series of incremental, short- term steps to a larger long- term impact goal, matching the staged net-zero strategy described. 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. Effort is a practical prioritization input because it represents the cost, complexity, time, and organizational capacity required to deliver an initiative. Comparing effort with expected value or impact helps teams make transparent trade-offs and direct limited resources toward the strongest opportunities. Here, Impact ladder 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. Project plan focuses attention elsewhere, while Service blueprint 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 # 72
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