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| Section | Weight | Objectives |
|---|---|---|
| Innovation Implementation & Scaling | 15% | - Launching and scaling innovations - Overcoming barriers and managing change - Prototyping, testing and validation |
| Strategic Innovation & Organizational Capability | 25% | - Building innovation capabilities and systems - Aligning innovation with business strategy - Intellectual property and value capture - Measuring and evaluating innovation performance |
| Tactical Innovation & The Innovation Professional | 35% | - Ideation, brainstorming and concept development processes - Managing innovation projects and teams - Innovation culture and leadership - Tools and methods for opportunity identification |
| Foundations: Core Innovation Knowledge & Concepts | 25% | - Types and models of innovation: incremental, disruptive, open innovation - Definitions, principles and frameworks of innovation - Role and value of innovation in organizations and markets |
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NEW QUESTION # 247
Evaluation and Selection often happens at two or more levels. The second level is generally run by executives from across the business.
Select one correct answer from the list:
Answer: C
Explanation:
GInI's CInP Handbook describes the Evaluation and Selection process in InMS Stage 3 as multi-tiered, with increasing authority at higher levels. The " second level " typically involves " executives " from across the business-senior leaders with strategic oversight-who review recommendations from initial teams (e.g., first- level evaluators) to make go/no-go decisions on project conversion. This reflects GInI's governance model, ensuring alignment with organizational goals and resource allocation. " Qualitative analysts " (A) are specialists, not decision-makers. " Innovation Managers " (B) lead programs, not necessarily the second tier. " Various volunteers " (D) lack authority and structure. Option C aligns with GInI's framework, matching the original answer, embodying a hierarchical, executive-driven filter-a GInI mechanism for balancing creativity with business pragmatism.
Reference: GInI CInP Handbook , Section on InMS Stage 3 Evaluation Levels.
NEW QUESTION # 248
________ is one of the 12 Purposes of Prototyping in which we build quick and dirty/frugal prototypes to test out our ideas quickly and cost-effectively so that we can learn what does not work and why, and then repeat the process until satisfied.
Answer: B
Explanation:
"Build to Iterate" is the correct answer because the stem emphasizes quick, low-cost repetition. Iteration means cycling through versions of a concept, learning from each attempt, and improving the solution based on what is discovered. Quick and dirty prototypes are especially useful because they allow teams to test assumptions without overinvesting in polished designs. The phrase "repeat the process until satisfied" is the strongest clue: the purpose is not simply to learn once, but to repeatedly refine the idea through cycles of prototyping and testing. Build to Learn is close, but it is broader and focuses on generating knowledge from a prototype. Build to Collaborate is about using prototypes to support shared work and team/stakeholder interaction. Build to Communicate is about conveying an idea clearly to others. Since the question highlights frugal prototypes, rapid testing, learning what does not work, and repeating the process, Build to Iterate is the best answer.
NEW QUESTION # 249
To craft a compelling story, Innovation Teams must skillfully weave together a narrative around their challenge that does what to the listener?
Select one correct answer from the list:
Answer: D
NEW QUESTION # 250
____ are an activity where people from across the organization are provided with carefully designed starter kits containing certain paraphernalia intended to serve as thought starters. Individuals are then challenged to use these items to spark innovative new thinking around a particular business challenge and to consider how the different pieces and parts can be recombined in novel ways to generate innovative new opportunities for the business, all of which end up being fodder for the Innovation Funnel.
Answer: A
Explanation:
The correct answer is A. Innovation Kits . In innovation management practices aligned with Global Innovation Institute topics, organizations often use structured ideation tools to stimulate creative thinking and encourage employees to explore new possibilities. Innovation Kits are carefully designed collections of materials, objects, prompts, and thought-provoking artifacts that act as creativity triggers during ideation activities.
These kits are distributed to participants across the organization to help them think differently about a specific challenge or opportunity. The items included in the kits serve as metaphorical or conceptual prompts that encourage participants to make unusual connections, reinterpret problems, and recombine different elements in unexpected ways. This method leverages associative thinking, which is a core technique used in innovation and creativity exercises.
By engaging employees in hands-on exploration and creative recombination of ideas, Innovation Kits help stimulate fresh perspectives and collaborative ideation. The insights and concepts generated during these activities can then be captured and evaluated within the organization's Innovation Funnel . This structured approach ensures that promising ideas generated through creative exercises are documented, assessed, and potentially developed into viable innovation initiatives that support strategic business growth.
NEW QUESTION # 251
Program Leaders must take explicit steps using _____ to drive ongoing sustained engagement in the business ' innovation program.
Answer: D
Explanation:
The correct answer is A. reinforcement mechanisms . In innovation management, sustained engagement does not happen automatically. Program Leaders must actively maintain momentum by using specific methods that encourage continued participation, recognize contributions, reinforce desired behaviors, and keep innovation visible across the organization. These actions are known as reinforcement mechanisms.
Within GInI-related engagement and innovation program topics, reinforcement mechanisms help ensure that innovation remains part of day-to-day organizational behavior rather than becoming a one-time campaign.
Examples can include recognition systems, feedback loops, communication of success stories, incentives, leadership support, and visible follow-through on submitted ideas. These mechanisms motivate employees to stay involved because they see that participation matters and that their contributions are valued.
The wording of the question highlights "ongoing sustained engagement," which directly points to reinforcement. Structural mechanisms and support structures may help organize the program, but they do not specifically emphasize the repeated encouragement and behavioral reinforcement needed to keep participation active over time. For this reason, reinforcement mechanisms is the most accurate and conceptually appropriate answer
NEW QUESTION # 252
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