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