Question 1

The second step in the value-driver-action implementation process requires managers to articulate desired statements from the point of view of stakeholders, such as "I'm really attracted by the look of the new BMWs."

Accepted Answer

A) True 
 B)False

Question 2

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

Accepted Answer

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.

Question 3

The final step in the value-driver-action implementation process is to ask every employee to state how his or her contributions have made the company better over the prior year.

Accepted Answer

A) True 
 B)False

Question 4

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 5

A lag metric represents results that the company would expect to observe for each of the subdimensions in any one perspective of a balanced scorecard.

Accepted Answer

A) True 
 B)False

Question 6

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...

Question 7

Strategists using the McKinsey 7-S implementation framework identify strategy, structure, and systems as "soft" S's.

Accepted Answer

A) True 
 B)False

Question 8

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.

Accepted Answer

A)  extraordinary resources 
B)  key value drivers 
C)  key success factors 
D)  parity factors

Question 9

Quantitative metrics may be numerically based or they may include things like descriptive statements made by customers.

Accepted Answer

A) True 
 B)False

Question 10

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

Accepted Answer

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.

Question 11

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

Accepted Answer

A)  sustainability. 
B)  staff. 
C)  short-term. 
D)  satisfaction.

Question 12

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

Accepted Answer

A)  Meretricious 
B)  Lag 
C)  Monitoring 
D)  Lead

Question 13

The balanced scorecard model considers only the most important stakeholder - shareholders - in its definition of company performance.

Accepted Answer

A) True 
 B)False

Question 14

Qualitative metrics are measures of success that are descriptive and relative rather than point-specific.

Accepted Answer

A) True 
 B)False

Question 15

Stretch metrics are measures that are perceived by employees to be flexible and subject to change should targets not be met.

Accepted Answer

A) True 
 B)False

Question 16

"Style" in the McKinsey 7-S framework refers to the symbolic behavior of the organization, and includes things like the company's dress code and the way employees treat each other.

Accepted Answer

A) True 
 B)False

Question 17

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

Accepted Answer

A)  Stretch 
B)  Qualitative 
C)  Variable 
D)  Structural

Exam 12: Strategy Implementation: Control and Performance

The second step in the value-driver-action implementation process requires managers to articulate desired statements from the point of view of stakeholders, such as "I'm really attracted by the look of the new BMWs."

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

The final step in the value-driver-action implementation process is to ask every employee to state how his or her contributions have made the company better over the prior year.

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

A lag metric represents results that the company would expect to observe for each of the subdimensions in any one perspective of a balanced scorecard.

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

Strategists using the McKinsey 7-S implementation framework identify strategy, structure, and systems as "soft" S's.

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.

Quantitative metrics may be numerically based or they may include things like descriptive statements made by customers.

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

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

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

The balanced scorecard model considers only the most important stakeholder - shareholders - in its definition of company performance.

Qualitative metrics are measures of success that are descriptive and relative rather than point-specific.

Stretch metrics are measures that are perceived by employees to be flexible and subject to change should targets not be met.

"Style" in the McKinsey 7-S framework refers to the symbolic behavior of the organization, and includes things like the company's dress code and the way employees treat each other.

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