At a project kickoff, the strategy designer wants to get ideas from all stakeholders to use as hypotheses. The designer runs a sketching activity with the multi-disciplinary group, asking everyone to sketch. They give everyone fat markers and sticky notes, and set a timer for 5 minutes of sketching. What is the reason why marker choice is important?
A. They anonymize the sketches so that stakeholders cannot judge others' drawing abilities.
B. They ensure stakeholders can fit detailed sketches on a sticky note in the allotted time.
C. They enable stakeholders to focus on generating ideas rather than detailing UI.
Explanation:
The reason why marker choice is important is that they enable stakeholders to focus on generating ideas rather than detailing UI. Fat markers are thick pens that limit the level of detail that can be drawn on a sticky note. They help stakeholders concentrate on the concept or idea behind the sketch, rather than the user interface or visual design. References: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/sketch-with-fat-markers
Cloud Kicks wants to design a new line of service and has decided to conduct a Consequence Scanning workshop to assess the planned service development roadmap. Which types of outcomes should result from a Consequence Scanning workshop"?
A. Issues to act on, influence, or monitor
B. Issues to stop, start, or continue
C. Issues to accept, object., or withhold
Explanation:
A Consequence Scanning workshop is a method that helps assess the potential positive and negative impacts of a planned service or product on different stakeholders and scenarios. The outcomes of this workshop are issues to act on, influence, or monitor, which help prioritize actions and mitigate risks.
References:
https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/conduct-a-consequence-scanning-workshop
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?
A. Purchase carbon offsets for energy used in manufacturing.
B. Source cheaper, locally-grown raw materials.
C. Extend customer journey maps to pre and post purchase.
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.
Cloud Kicks feels confident about its vision for a new loyalty program and has received approval from leadership to begin development. What is needed from the strategy designer to inform a roadmap from MVP to mature offering?
A. Phases of feature development
B. Instrumentation and POC prototypes
C. Effort sizing and user story points
Explanation:
Phases of feature development are needed from the strategy designer to inform a roadmap from MVP to mature offering. Phases of feature development are stages or steps that define how a feature or solution will evolve over time, from its initial version to its final version. They help plan and prioritize the scope and sequence of work, and communicate the vision and value proposition of the product or service.
References: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/create-phases-of-feature-development
A strategy designer and a UX team have recently workshopped and developed a plan around the team's purpose and how they will align with the rest of the organization's goals and objectives. Which alignment and accountability document should be used after this workshop to bring the plan to reality?
A. V2MOM
B. RACI
C. UX vision
Explanation:
V2MOM stands for Vision, Values, Methods, Obstacles, and Measures. It is a tool that helps align teams around common goals and objectives, and track progress and results. It is used by Salesforce to bring plans to reality after workshops and ideation sessions.
References: https://trailhead.salesforce.com/en/content/learn/modules/align-your-team-with-v2mom
V2MOM is an acronym that stands for Vision, Values, Methods, Obstacles, and Measures. It is a tool used by Salesforce and recommended in their strategy design processes to align teams and bring strategic plans to fruition. After a workshop where a strategy designer and UX team develop a plan around the team's purpose and organizational alignment, using V2MOM helps to articulate the Vision of what they want to achieve, the Values that are most important to them, the Methods they will use to get there, the Obstacles they anticipate, and the Measures they will use to know whether they are successful. This framework ensures clarity and alignment, making it the ideal document to transition from planning to execution.
A strategy designer is working on a project with budget constraints. Many of the variables and decisions are unclear in the early stages of design What should be their approach in terms of bringing skills and talent?
A. Define additional leads for each functional area.
B. Staff heavily from the development phase until the go to market phase.
C. Bring in team members with strong problem solving skills.
Explanation:
The best approach in terms of bringing skills and talent for a project with budget constraints and unclear variables and decisions is to bring in team members with strong problem solving skills, as this helps tackle ambiguity and uncertainty, and generate creative and effective solutions. Defining additional leads for each functional area or staffing heavily from the development phase may not be feasible or optimal for the project.
While conceptualizing a new footwear line, the design team gained feedback that both employees and consumers are seeking more sustainable products. Leaders need more rationale to justify the investment. Which values-based design principle should be used to reinforce this feedback?
A. Create products from recycled materials.
B. Use energy from renewable resources.
C. Focus on creating enduring advantage
Explanation:
The best values-based design principle to use to reinforce the feedback that both employees and consumers are seeking more sustainable products is to create products from recycled materials, as this helps reduce environmental impact, conserve resources, and demonstrate social responsibility. Using energy from renewable resources or focusing on creating enduring advantage may not be directly related to the product design.
Cloud Kicks' sales team is reporting an increased rate of churn. The Support team is frequently bombarded with customer requests for less complicated user experience. The development team sees the risk in changing a mature product. What should a strategy designer recommend to help create alignment between the team?
A. Share stories from customer reach to create a common understanding of challenges.
B. Create a prioritized product roadmap to ensure future releases address known challenges.
C. Define acceptance criteria and acceptance testing to validate intended outcomes.
Explanation:
The best recommendation to help create alignment between the team is to share stories from customer research to create a common understanding of challenges, as this helps empathize with the customer pain points and needs and foster a user-centric mindset. Creating a prioritized product roadmap or defining acceptance criteria and testing may not address the root cause of the misalignment or the complexity of the user experience.
A fitness company is starting a service that combines data from connected weights with virtual coaching. The company is about to start a new innovation sprint with the following challenge statement: "How might we empower people who are new to fitness to increase their strength?" Which metrics should be used to measure the success of the initiative7
A. New user activations and connected weight sales
B. Increase in user referrals and net promoter score (NPS) rating
C. Increase in new user activity and connected weight utilization
Explanation:
The metrics that should be used to measure the success of the initiative are increase in new user activity and connected weight utilization. These metrics are aligned with the challenge statement of empowering people who are new to fitness to increase their strength, as they indicate engagement and retention of the target audience. References: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/measure-the-success-of-the-initiative
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?
A. User desirability, company viability, and deployment stability
B. Distribution channels, capabilities, and potential partners
C. Business ROI, data analytics, and customer engagement
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. References: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-prep/create-a-business-model-canvas
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