Question 1

According to the opening vignette for the chapter, McDonald's experienced business setbacks because
A) a corporate program for the evaluation of stores was eliminated.
B) its focus was on international expansion.
C) it was inattentive to the nuts and bolts of the core business.
D) All of the above led to business setbacks at McDonald's.

Accepted Answer

The answer of According to the opening vignette for the...

Question 2

________ metrics are measures that really push the organization to achieve something of true significance.
A) Stretch
B) Qualitative
C) Variable
D) Structural

Accepted Answer

Stretch metrics are designed to challenge an organization to achieve significant improvements or breakthroughs, pushing beyond current capabilities.

Question 3

Which of the following is not one of the tools discussed in the text for developing a strategy implementation plan?
A) Resource-linkage assessment
B) Balanced scorecard
C) Value-driver-action model
D) 7-S framework

Accepted Answer

The text does not mention "Resource-linkage assessment" as a tool for developing a strategy implementation plan, whereas the other options are recognized tools.

Question 4

_________ is an implementation method that considers a wide variety of stakeholders in the performance of the company.
A) customer-driven actions
B) balanced scorecard
C) 7-S framework
D) stakeholder metrics

Accepted Answer

The balanced scorecard is an implementation method that considers a wide variety of stakeholders, including financial, customer, internal business processes, and learning and growth perspectives, in assessing the performance of a company.

Question 5

________ metrics represent the observable actions of employees that we hope will lead to the results we are ultimately trying to achieve.
A) Meretricious
B) Lag
C) Monitoring
D) Lead

Accepted Answer

Lead metrics are proactive measures that represent the actions employees take to achieve desired outcomes. They are predictive and can influence future results.

Question 6

________ metrics represent the results that we would hope and expect to observe for each of the subdimensions in any one perspective of a balanced scorecard.
A) Lead
B) Expectational
C) Lag
D) Prospective

Accepted Answer

Lag metrics represent the results that are expected to be observed as they reflect the outcomes of past actions and are used to measure the success of strategies implemented in a balanced scorecard.

Question 7

In the value-driver-action model, ________ are those elements of the organization that provide the company with the best opportunity for success in its industry.
A) extraordinary resources
B) key value drivers
C) key success factors
D) parity factors

Accepted Answer

Key value drivers are elements that significantly impact the company's ability to succeed and differentiate itself in its industry.

Question 8

Key value drivers in the value-driver-action model can be identified from
A) key success factors developed by way of an industry analysis.
B) a resource-based analysis that pinpoints extraordinary resources.
C) the vision and mission statements of an organization.
D) Key value drivers can be identified from all of the above sources.

Accepted Answer

Key value drivers can be identified from industry analysis, resource-based analysis, and the organization's vision and mission statements, as they all contribute to understanding what drives value in a business.

Question 9

One of the steps of the process used in the value-driver-action model requires managers to create a list of desired stakeholder experiences for each key value driver. This step specifically involves
A) articulating a set of statements that the company aspires to hear from its stakeholders.
B) creating a list of preferred supplier requirements since suppliers are among the most important stakeholders.
C) identifying only the secondary stakeholders of the company since primary stakeholders are involved in the process.
D) imagining what the new company slogan might look like.

Accepted Answer

This step involves articulating a set of statements that the company aspires to hear from its stakeholders, focusing on desired experiences related to key value drivers.

Question 10

The results of a plan using the value-driver-action model will ideally fit on one page and include for each key value driver something that looks like this:
A) stakeholder experience $\rightarrow$translation to position $\rightarrow$ actions $\rightarrow$ metrics.
B) resource position $\rightarrow$ actions $\rightarrow$ metrics $\rightarrow$feedback.
C) stakeholder statements $\rightarrow$ company statements $\rightarrow$ actions $\rightarrow$ detailed actions.
D) desired market position $\rightarrow$achieved market position $\rightarrow$ variance $\rightarrow$ corrective action.

Accepted Answer

The value-driver-action model focuses on translating stakeholder experience into actionable steps and metrics to measure success.

Question 11

The entire McKinsey 7-S framework is oriented around the concept of
A) key capabilities.
B) ethical behaviors.
C) fit.
D) resources.

Accepted Answer

The McKinsey 7-S framework focuses on the alignment or fit between seven internal elements of an organization to ensure effectiveness.

Question 12

The 7-S framework is divided into hard S's and soft S's. Hard S's include strategy, systems and
A) stakeholders.
B) structure.
C) stability.
D) services.

Accepted Answer

Structure is a hard S in the 7-S framework.

Question 13

The soft S's in the McKinsey 7-S framework include style, superordinate goals (shared values), skills and
A) sustainability.
B) staff.
C) short-term.
D) satisfaction.

Accepted Answer

The answer of The soft S's in the McKinsey 7-S...

Question 14

The "systems" category of the McKinsey 7-S framework includes information technology systems but also refers to
A) quality control systems.
B) performance review systems.
C) policies and procedures.
D) The "systems" category might refer to any of the above.

Accepted Answer

The "systems" category in the McKinsey 7-S framework encompasses all types of systems and processes within an organization, including IT systems, quality control systems, performance review systems, and policies and procedures.

Question 15

The balanced scorecard implementation approach incorporates four different perspectives through which we might view a company to assess its performance. What are they?

Accepted Answer

The answer of The balanced scorecard implementation approach incorporates four...

Question 16

Describe the steps that are required by the value-driver-action implementation process.

Accepted Answer

The answer of Describe the steps that are required by...

Question 17

Name and describe four or five of the core responsibilities of strategic leadership.

Accepted Answer

The answer of Name and describe four or five of...

Quiz 12: Strategy Implementation: Control and Performance

According to the opening vignette for the chapter, McDonald's experienced business setbacks because

________ metrics are measures that really push the organization to achieve something of true significance.

Which of the following is not one of the tools discussed in the text for developing a strategy implementation plan?

_________ is an implementation method that considers a wide variety of stakeholders in the performance of the company.

________ metrics represent the observable actions of employees that we hope will lead to the results we are ultimately trying to achieve.

________ metrics represent the results that we would hope and expect to observe for each of the subdimensions in any one perspective of a balanced scorecard.

In the value-driver-action model, ________ are those elements of the organization that provide the company with the best opportunity for success in its industry.

Key value drivers in the value-driver-action model can be identified from

One of the steps of the process used in the value-driver-action model requires managers to create a list of desired stakeholder experiences for each key value driver. This step specifically involves

The results of a plan using the value-driver-action model will ideally fit on one page and include for each key value driver something that looks like this:

The entire McKinsey 7-S framework is oriented around the concept of

The 7-S framework is divided into hard S's and soft S's. Hard S's include strategy, systems and

The soft S's in the McKinsey 7-S framework include style, superordinate goals (shared values) , skills and

The "systems" category of the McKinsey 7-S framework includes information technology systems but also refers to

The balanced scorecard implementation approach incorporates four different perspectives through which we might view a company to assess its performance. What are they?

Describe the steps that are required by the value-driver-action implementation process.

Name and describe four or five of the core responsibilities of strategic leadership.