Strategic Planning & Execution Flashcards
7 cards from real CSM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Strategic Planning & Execution flashcards as text
During strategic execution, a mid-level manager notices that frontline employees are unaware of the company's three-year strategic priorities. This BEST illustrates a failure in:
Answer: Strategic communication and cascade
Strategic cascade ensures that high-level strategy is communicated, translated, and understood at every organizational level to enable aligned execution.
A company pursuing a 'blue ocean strategy' is primarily seeking to:
Answer: Create uncontested market space by making competition irrelevant
Blue Ocean Strategy, by Kim and Mauborgne, focuses on creating new demand in uncontested market space rather than competing in existing saturated markets.
Which of Porter's Five Forces addresses the threat posed by companies outside an industry offering substitute products?
Answer: Threat of substitutes
The threat of substitutes examines how easily customers can switch to alternative products or services from different industries that fulfill the same need.
In strategic planning, 'scenario planning' is MOST useful when:
Answer: The external environment is highly uncertain with multiple plausible futures
Scenario planning helps organizations prepare for multiple plausible futures rather than relying on a single forecast, making it ideal for high-uncertainty environments.
The 'strategy map' concept associated with the Balanced Scorecard is PRIMARILY used to:
Answer: Show cause-and-effect relationships between strategic objectives across perspectives
A strategy map visually depicts how an organization creates value by linking objectives across the financial, customer, internal process, and learning & growth perspectives.
A company sets its strategic objectives for the next five years. Which planning horizon is this BEST classified as?
Answer: Strategic planning
Strategic planning typically covers a long-term horizon (3–10 years) and addresses the overall direction, goals, and resource allocation of the organization.
When using Hoshin Kanri (Policy Deployment), the 'catchball' process refers to:
Answer: An iterative dialogue between management levels to refine and align goals
Catchball is a collaborative back-and-forth process in Hoshin Kanri where goals and action plans are passed between organizational levels for refinement and buy-in.