Question 1

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

Accepted Answer

A)  customer-driven actions 
B)  balanced scorecard 
C)  7-S framework 
D)  stakeholder metrics 
A)  customer-driven actions 
B)  balanced scorecard 
C)  7-S framework 
D)  stakeholder metrics B

Question 2

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

Accepted Answer

A)  key capabilities. 
B)  ethical behaviors. 
C)  fit. 
D)  resources. 
A)  key capabilities. 
B)  ethical behaviors. 
C)  fit. 
D)  resources. C

Question 3

Perceptual measures of performance should not be used since they only indicate how a customer or supplier feels about a company's products or processes.

Accepted Answer

A) True 
 B)False  False

Question 4

The range or variation in a quantitative metric is a better and more powerful indicator of performance improvement than the average.

Accepted Answer

A) True 
 B)False

Question 5

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:

Accepted Answer

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. 
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.

Question 6

In the opening vignette for the chapter we are told that McDonald's reported its first-ever quarterly loss in January, 2003.

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A)  quality control systems. 
B)  performance review systems. 
C)  policies and procedures. 
D)  The "systems" category might refer to any of the above. 
A)  quality control systems. 
B)  performance review systems. 
C)  policies and procedures. 
D)  The "systems" category might refer to any of the above.

Question 8

When metrics are translated to the functional level to be effective they should be connected to incentives.

Accepted Answer

A) True 
 B)False

Question 9

"Creating a single company currency," one of the five keys to successful implementation control, refers to the idea that everyone with an acceptable level of performance or better should receive equal merit raises.

Accepted Answer

A) True 
 B)False

Question 10

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

Accepted Answer

The value-driver-action model of impleme

Question 11

The central notion of the balanced scorecard is that financial measures of performance are the result of a variety of activities in which people engage and not the cause.

Accepted Answer

A) True 
 B)False

Question 12

If a company is using a differentiation approach, solely capturing information about efforts to reduce costs will be unproductive in allowing top management to assess whether progress is being made toward the company's important goals.

Accepted Answer

A) True 
 B)False

Question 13

A lead metric, in the context of the balanced scorecard model, represents the observable actions of employees that the firm hopes will lead to the results it is ultimately trying to achieve.

Accepted Answer

A) True 
 B)False

Question 14

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

Accepted Answer

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. 
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.

Question 15

The metrics created for each employee or level must be related to activities that are under the control of that employee or level.

Accepted Answer

A) True 
 B)False

Question 16

________ 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.

Accepted Answer

A)  Lead 
B)  Expectational 
C)  Lag 
D)  Prospective 
A)  Lead 
B)  Expectational 
C)  Lag 
D)  Prospective

Question 17

In the value-driver-action model of implementation key value drivers are behaviors linked to the primary activities of the value chain but not behaviors that might be considered linked to support activities.

Accepted Answer

A) True 
 B)False

Question 18

Causal logic is a concept that refers to the assessment that a manager makes about the reasons that things work the way they do.

Accepted Answer

A) True 
 B)False

Question 19

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

Accepted Answer

A)  Resource-linkage assessment 
B)  Balanced scorecard 
C)  Value-driver-action model 
D)  7-S framework 
A)  Resource-linkage assessment 
B)  Balanced scorecard 
C)  Value-driver-action model 
D)  7-S framework

Question 20

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

Accepted Answer

A)  stakeholders. 
B)  structure. 
C)  stability. 
D)  services. 
A)  stakeholders. 
B)  structure. 
C)  stability. 
D)  services.

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

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

Perceptual measures of performance should not be used since they only indicate how a customer or supplier feels about a company's products or processes.

The range or variation in a quantitative metric is a better and more powerful indicator of performance improvement than the average.

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:

In the opening vignette for the chapter we are told that McDonald's reported its first-ever quarterly loss in January, 2003.

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

When metrics are translated to the functional level to be effective they should be connected to incentives.

"Creating a single company currency," one of the five keys to successful implementation control, refers to the idea that everyone with an acceptable level of performance or better should receive equal merit raises.

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

The central notion of the balanced scorecard is that financial measures of performance are the result of a variety of activities in which people engage and not the cause.

If a company is using a differentiation approach, solely capturing information about efforts to reduce costs will be unproductive in allowing top management to assess whether progress is being made toward the company's important goals.

A lead metric, in the context of the balanced scorecard model, represents the observable actions of employees that the firm hopes will lead to the results it is ultimately trying to achieve.

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 metrics created for each employee or level must be related to activities that are under the control of that employee or level.

________ 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 of implementation key value drivers are behaviors linked to the primary activities of the value chain but not behaviors that might be considered linked to support activities.

Causal logic is a concept that refers to the assessment that a manager makes about the reasons that things work the way they do.

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

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

The Need for Strategy

Strategy and Performance

Strategic Direction: Vision and Mission

Industry and Competitive Analysis

Value Chain Analysis

Resource-Based Competitive Advantage

Business-Level Strategy

Strategy Issues in Industries and Life Cycle Stages

Competitive Dynamics

Corporate Strategy

Strategy and Structure

Filters

Exam 12: Strategy Implementation: Control and Performance

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

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

Perceptual measures of performance should not be used since they only indicate how a customer or supplier feels about a company's products or processes.

The range or variation in a quantitative metric is a better and more powerful indicator of performance improvement than the average.

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:

In the opening vignette for the chapter we are told that McDonald's reported its first-ever quarterly loss in January, 2003.

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

When metrics are translated to the functional level to be effective they should be connected to incentives.

"Creating a single company currency," one of the five keys to successful implementation control, refers to the idea that everyone with an acceptable level of performance or better should receive equal merit raises.

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

The central notion of the balanced scorecard is that financial measures of performance are the result of a variety of activities in which people engage and not the cause.

If a company is using a differentiation approach, solely capturing information about efforts to reduce costs will be unproductive in allowing top management to assess whether progress is being made toward the company's important goals.

A lead metric, in the context of the balanced scorecard model, represents the observable actions of employees that the firm hopes will lead to the results it is ultimately trying to achieve.

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 metrics created for each employee or level must be related to activities that are under the control of that employee or level.

________ 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 of implementation key value drivers are behaviors linked to the primary activities of the value chain but not behaviors that might be considered linked to support activities.

Causal logic is a concept that refers to the assessment that a manager makes about the reasons that things work the way they do.

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

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

The Need for Strategy

Strategy and Performance

Strategic Direction: Vision and Mission

Industry and Competitive Analysis

Value Chain Analysis

Resource-Based Competitive Advantage

Business-Level Strategy

Strategy Issues in Industries and Life Cycle Stages

Competitive Dynamics

Corporate Strategy

Strategy and Structure

Filters