Reference no: EM133231490
Questions
1. Which is not an important impediment (or challenge) to learning in organizations that was emphasized in the video?
People are not good at learning in complex situations with incomplete, delayed or ambiguous feedback regarding cause-effect relationships.
Managers are not used to valuing learning as a central goal
Results orientation can lead to problems learning and changing course
All three answers were described as important impediments to learning
2. The quickest and most attention needs to be focused on assumptions that are:
Action-outcome relationships are poorly understood and consequences if the assumption is wrong could be severe
Action-outcome relationships are not that poorly understood, but the consequences if the assumption is wrong could be severe
Action-outcome relationships are poorly understood, but the consequences if the assumption is wrong are manageable
All of these are equally important to focus on quickly and intensively
3. Which is NOT one of the recommended characteristics of planning for challenging innovation initiatives?
Have a faster review cycle than is normal
Have separate planning forums than those for established operations
Focus on outcomes rather than trends
Only make revisions to the predictions through a formal process
4. Which of the following is not a question asked in regard to accountability?
Did the leader take planning seriously?
Did predictions get better, especially for critical unknowns?
Did the leader hold subordinates responsible for their key performance indicators?
Did the leader maintain and update a cause-effect model, through an evidence based process?
5. A bias towards concluding shortfalls as a result of poor execution was described as the most omnipresent and dangerous enemy of innovation.
True
False
6. Within challenging innovation initiatives, generally managers should hold people accountable for outcomes.
True
False
7. Which is a key step in effectively addressing the biases arising from blaming shortfalls on outcomes being too low?
Recognition of the need to offer an alternative planning & evaluation system
Work on better implementation of the plan
Recognize the need to work harder
Implement a new training program for managers
8. If your organization has autonomous innovation and the capabilities needed exist outside the organization, what approach should you take?
Integrated Approach
Virtual Approach
Open Innovation Approach
User-driven Approach
9. As your firm moves toward a more virtual approach, the ability to resolve conflicts and coordinate activities increases.
True
False
10. An integrated approach is rarely more beneficial than a virtual approach in today's fast-moving business environments.
True
False
11. What is a fundamental choice that managers face in business that was related to the choice to either develop innovations inside the firm or innovate across firm boundaries?
Leader or Follower decision
Centralization or Decentralization
Long-term or Short-term predictions
Make-or-Buy decision
12. Which of the following is NOT a reason why implementation of ventures/alliances is problematic?
Demanding federal and state regulations
Misalignment in strategic goals
Difficulties gaining commitment by employees
Problems sharing needed resources
13. When organization building in an alliance or joint venture environment, it is important to build in incentives to make employees comfortable working in a new venture.
True
False
14. Key issues in product direction and marketing cannot be resolved in advance of creation of the alliance/venture.
True
False
15. Which answer includes three elements that were described as central and often under-developed when designing joint ventures and alliances?
Strategic alignment, resource sharing, and product specification
Strategic alignment, resource sharing, and economic considerations
Strategic alignment, product specification, and resource sharing
Strategic alignment, resource sharing, and governance and decision-making