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| Section | Weight | Objectives |
|---|---|---|
| Value Design | 32% | - Value measurement and outcomes - Context and innovation impact - Ethics and value alignment - Strategic direction and rationale |
| Intangible Deliverables | 26% | - Governance and mindset - Stakeholder alignment - Culture and capability building - Change and adoption enablement |
| Tools and Artifacts | 23% | - Documentation and visualization - Strategy mapping and modeling - Decision-making tools - Design frameworks and methods |
| Leveraging Adjacent Roles and Skills | 19% | - Integrating UX and technical perspectives - Working with product and business teams - Collaboration with architects and designers - Leading cross-functional work |
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NEW QUESTION # 47
Cloud Kicks is excited about a new customer self-service initiative, Within the stakeholder team, a support manager has shared features they want to recreate from their previous; a product manager wants to implement new features that were not available in their previous system. There is a concern that conflicting demands may lead to organizational paralysis on the project.
What should the strategy designer recommend to stakeholders to remediate risks?
Answer: A
Explanation:
Returning to customer research ensures that decisions are based on user needs and insights, which can help reconcile internal differences by focusing on what matters most to customers. This customer-centric approach can guide prioritization and reduce the risk of organizational paralysis by aligning features with user demands.
NEW QUESTION # 48
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?
Answer: C
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.
NEW QUESTION # 49
Cloud Kicks has released a wearable device for athletes but struggles to find product market fit. The design team begins an initiative to better understand user needs and improve the device. What should the strategy designer do to engage with internal stakeholders invested in the project?
Answer: B
Explanation:
Defining shared success metrics and maintaining regular progress communication maintains alignment across internal groups. 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. Alignment on success gives stakeholders a common decision criterion throughout the project. Without it, each function can optimize for a different outcome; with it, progress updates and trade- offs can be evaluated against a shared definition rather than personal or departmental preference. Here, Align stakeholders on what success for the initiative looks like and communicate progress throughout the project. 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. Assign specific tasks to each stakeholder so they each add something important to the project. focuses attention elsewhere, while Survey stakeholders for insights and ideas, as their diverse perspectives are likely to uncover unmet needs. addresses a related concern without providing the same fit to the scenario ' s stated objective.
Study Guide Topics: Intangible Deliverables
Official Salesforce Reference: Alignment as a Strategic Craft - Gain Alignment
NEW QUESTION # 50
A strategy designer is leading a project to reimagine in-app communication form. The CIO is a key decision maker but appears to be neutral-and even, at times, a detractor to the project.
What should the designer do to gain their alignment?
Answer: A
Explanation:
The best way to gain alignment from a key decision maker who is neutral or detracting from a project is to set up a conversation with them to name the challenge and listen to their objections, as this shows respect and empathy and allows for mutual understanding and feedback. Asking the sponsor to speak to them on behalf of the project or emailing them reiterating project status may not address their concerns or motivations effectively.
NEW QUESTION # 51
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: A
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 # 52
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