Module 9 â 100 MultipleâChoice Questions
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1
Design thinking is primarilyâŚ
It starts with empathy and cycles through defineâideateâprototypeâtest.
2
Which is NOT a core stage of design thinking?
The five classic stages: Empathize, Define, Ideate, Prototype, Test.
3
Empathy work aims toâŚ
Observe, interview, and map emotions/behaviors.
4
A good problem statement isâŚ
Define âwho, what need, whyâ without presuming the solution.
5
Ideation sessions should optimize forâŚ
Diverge widely, then converge later.
6
The purpose of prototypes is toâŚ
Sketches, mockups, and MVPs reduce risk cheaply.
7
Testing in design thinking meansâŚ
Use user feedback to loop back through stages.
8
Airbnbâs breakthrough with verified photos and reviews showsâŚ
They reframed the problem and prototyped trust mechanisms.
9
A reframed problem like âanxious about deliveryâ suggestsâŚ
Address the emotion behind the need.
10
Designâdriven firms oftenâŚ
Better UX reduces churn and enables premium pricing.
11
The â5 Whysâ technique helps youâŚ
Ask âwhy?â repeatedly until you reach the underlying cause.
12
Firstâprinciples thinking asks you toâŚ
Question assumptions; derive from physics/economics truths.
13
SWOT analyzesâŚ
Use to map position and priorities.
14
Lean Startup recommendsâŚ
Reduce waste by validating assumptions early.
15
A Design Sprint isâŚ
Typically five days from mapâprototypeâtest.
16
When sales drop, 5 Whys might revealâŚ
Root causes often hide behind surface metrics.
17
A good metric for MVP learning isâŚ
Measure behavior that reflects real value.
18
Firstâprinciples helps entrepreneursâŚ
E.g., rethinking cost structure from raw inputs.
19
SWOTâs âOâ guides you toâŚ
Spot tailwinds and gaps.
20
Lean Startup reduces risk byâŚ
Iterate with evidence, not opinions.
21
Creative product development blendsâŚ
Great products solve problems and spark emotion.
22
Deep customer research should captureâŚ
Observe jobsâtoâbeâdone, pains, and workarounds.
23
Brainstorming early on shouldâŚ
Divergence precedes convergence.
24
Rapid prototyping is valuable becauseâŚ
Fail fast, learn fast.
25
Customer coâcreation meansâŚ
Reduce misalignment by testing with real users.
26
Dropboxâs first test (demo video) showedâŚ
Explain concept; gauge signâups.
27
Iteration after launch impliesâŚ
Adapt to insights to sustain PMF.
28
A strong PRD should tie features toâŚ
Every feature needs a measurable job.
29
Experience design elevatesâŚ
Moments of truth across the lifecycle.
30
Starbucks turned commodity coffee intoâŚ
Value through experience design supports premiums.
31
A âred oceanâ is defined byâŚ
Companies fight over the same customers.
32
A blue ocean focuses onâŚ
Reconstruct boundaries to make competition irrelevant.
33
Value innovation seeksâŚ
Shift the value curve with eliminateâreduceâraiseâcreate.
34
Which action is NOT part of ERRC grid?
The grid is Eliminate, Reduce, Raise, Create.
35
Cirque du Soleil eliminatedâŚ
They raised artistry and created a new category.
36
A benefit of blue ocean isâŚ
You can escape commodity traps.
37
Modern example of blue ocean move:
Recreated consumption model.
38
To craft a blue ocean, you shouldâŚ
Look beyond current industry logic.
39
A warning when creating blue oceans:
Great ideas still need solid unit economics.
40
Strategic canvas is used toâŚ
Visualize where to diverge from the pack.
41
Disruption typically starts byâŚ
Then moves upâmarket as performance improves.
42
Airbnb disrupted hotels byâŚ
Matched travelers with underused space.
43
Netflix vs. Blockbuster illustratesâŚ
Convenience and tech shifted the category.
44
Teslaâs play shows disruption viaâŚ
Changed expectations for autos.
45
Zoom grew fast becauseâŚ
UX focus wins adoption.
46
A hallmark of disruptors isâŚ
New tech + new models unlock access.
47
Incumbents often miss disruptors becauseâŚ
Clayton Christensenâs innovatorâs dilemma.
48
A preâdisruption beachhead is calledâŚ
Start narrow, expand later.
49
Disruption risk for startups isâŚ
Growth must be sustainable.
50
A smart move during disruption isâŚ
Trust accelerates adoption.
51
Psychological safety meansâŚ
Key predictor of innovative/highâperforming teams.
52
Diverse teams help becauseâŚ
Cognitive diversity sparks creativity.
53
Idea meritocracy impliesâŚ
Flatten hierarchy during ideation.
54
SCAMPER is a tool forâŚ
Substitute, Combine, Adapt, Modify, Put to use, Eliminate, Reverse.
55
Rewarding âsmart failuresâ leads toâŚ
Celebrate learning, not just outcomes.
56
A ritual like Pixarâs Braintrust promotesâŚ
Peer critique improves work quickly.
57
Creativity blockers includeâŚ
Safe space and facilitation matter.
58
Remote creativity benefits fromâŚ
Blend tools to include all voices.
59
A healthy cadence for ideation isâŚ
Consistency beats sporadic bursts.
60
To implement ideas, teams needâŚ
Execution discipline turns ideas into impact.
61
An innovation lab is best described asâŚ
It explores future bets with speed.
62
Labs should optimize forâŚ
Use learning KPIs early, ROI later.
63
A critical success factor isâŚ
Freedom + resources enable speed.
64
Crossâfunctional squads includeâŚ
Diverse skills compress cycles.
65
Rapid prototyping in labs exists toâŚ
Decrease uncertainty fast.
66
A governance guardrail isâŚ
Stop sunkâcost fallacy and focus bets.
67
Spinâout vs. integrate decision depends onâŚ
Choose the right path to scale.
68
Google X is known forâŚ
A portfolio of highârisk, highâreward bets.
69
A lab portfolio should beâŚ
Mix nearâ, midâ, and longâterm bets.
70
To transfer outcomes to core, useâŚ
Bridge lab learnings into operations.
71
A learning organization valuesâŚ
Learning fuels adaptability.
72
Knowledge sharing systems includeâŚ
Make learning visible and reusable.
73
Learning from failure meansâŚ
Turn mistakes into process improvements.
74
Investment in education might includeâŚ
Skill growth compounds value.
75
Amazonâs âDay 1â is aboutâŚ
Customerâobsessed, iterative mindset.
76
A practical habit for teams isâŚ
Lightweight rhythms keep knowledge flowing.
77
Learning KPIs could trackâŚ
Measure inputs/outputs of learning.
78
Hiring for learning culture prioritizesâŚ
People who learn fast raise the bar.
79
Manager role in learning isâŚ
Leaders set the norm.
80
Benefit to the business isâŚ
Learning accelerates change readiness.
81
Refining ideas requires clarity onâŚ
Answer who/what/why now.
82
An MVP isâŚ
Speed to learning beats completeness.
83
Systems for scale includeâŚ
Repeatable processes enable growth.
84
Funding strategy shouldâŚ
Align capital with runway and control.
85
Iteration after launch isâŚ
Stay close to users and data.
86
Good execution is mostly aboutâŚ
Strategy = choices + tradeâoffs; then do the work.
87
A mutual action plan in B2B clarifiesâŚ
Keeps teams aligned across orgs.
88
Scaling without losing vision needsâŚ
Codify the why while evolving the how.
89
Execution risk is reduced byâŚ
Operating system for the company.
90
Simple ideas that scaled showâŚ
WhatsApp/Uber: straightforward concepts + excellent execution.
91
Creativity becomes profit whenâŚ
Validate demand and willingness to pay.
92
IP protection (patents/trademarks) helps byâŚ
Protects returns on innovation.
93
Premium pricing is enabled byâŚ
Perceived value supports margins.
94
Diversifying revenue streams might includeâŚ
Multiple engines stabilize growth.
95
Scalability for creative outputs needsâŚ
Scale without losing quality/identity.
96
A KPI for monetizing creativity isâŚ
Track economic health of the model.
97
Canvaâs success showsâŚ
Focus on underserved users unlocked huge demand.
98
Balancing art and business meansâŚ
Sustainable models fund more creativity.
99
Global platforms help monetize byâŚ
Reach larger audiences with minimal overhead.
100
LEGOâs turnaround leveragedâŚ
Smart IP strategy converted creativity into durable profit.