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Exam 16: The Balanced Scorecard, Business Model Canvas, and Business Value of Information Technology

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Question 21

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Val IT distinguishes among several main categories of firm initiatives.Which of the following is not one of those categories?

A) Portfolios.
B) Programs.
C) Plans.
D) Projects.

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Question 22

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Which of the following is not a step in the balanced scorecard management process?

A) Invest.
B) Translate.
C) Monitor.
D) Adapt.

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Question 23

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Which of the following is not an example of Enterprise IT?

Which of the following is not one of the nine building blocks for a business model canvas?

Which of the following is not an organizational capability directly supported by Enterprise IT?

The Val IT framework best aligns with and complements which of the following?

Which of the following is not a general type of business process found on generic strategy maps?

Which of the following is not a balanced scorecard perspective?

The value of IT investments often depend on the level of complementary resources,which can change over time.

Which of the following is not one of the types of business processes that should be considered,according to Kaplan and Norton,when considering the Process Perspective of the Balanced Scorecard?

Which of the following best explains the cause-and-effect relationships portrayed by the Balanced Scorecard?

Which of the following best describes how using structured strategic management processes such as the Balanced Scorecard can have an impact on companies?

Which of the following best describes a strategy map?

When the firm's value proposition meets or exceeds customers' requirements,customer satisfaction results in customer retention and new customer acquisition,which drives sales growth.

The balanced scorecard management process starts with the Formulate step.

Val IT is similar to the Balanced Scorecard in what sense?

Which of the following is not considered a component of information capital?

Your company has elected to implement a balanced scorecard management process following the steps outlined by Kaplan and Norton.After examining the process closely,your company's senior management team (CEO,CFO,CIO,etc. )decides to modify the process to make the steps more specific.First of all,they identified three different organizational levels involved in the process: senior management,middle management,and the rest of the workforce.After a brainstorming session,they decide to break the five steps into pieces as follows: the formulate step would include a)assessing the company's value proposition relative to the competition,and b)determining the appropriate elements of the value proposition to emphasize in order to achieve competitive advantage.The translate step would include a)setting long-term strategic objectives for customer and shareholder value,and b)set priorities for long-term capital improvements necessary to achieve the long-term strategic objectives.The Link step would then include a)establishing necessary IT initiatives,b)setting departmental budgets,c)implementing new IT systems,and d)operating business processes.The monitor step would include a)produce reports to track performance,and b)review reports to evaluate performance.Then,they decided to insert a new step,titled Adjust.This step would include making adjustments necessary to improve business processes,basically revisiting the Link to Operations step but making minor changes.If the adjustments failed to achieve objectives,then they would continue to the Adapt step to a)reconsider their assumptions about the competitive environment,and b)reconsider alternatives for those parts of the value proposition to emphasize to achieve competitive success.Required:Draw a BPMN activity diagram that outlines your company's approach to the balanced scorecard management process.Then,describe in writing whether you agree with your senior management team's breakdown of the steps and the approach they propose.What would you do differently? Why?

Function IT can be used without affecting more than one skilled worker.

Which of the following is not a typical activity a firm will undertake when linking the Balanced Scorecard to operations?