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Q1. This course focuses on what you want your organization or team to do in an innovation situation.
Q2. The main point from the airplane example, is that once you have initial success, there is:
Q3. A firm should always try to enter a new market as early as possible in order to succeed.
Q4. The example of transistors replacing vacuum tubes, represents a
Q5. Uncertainty slows firms down from changing their alignment.
Q6. How do you implement strategy well?
Q7. Over time, one of the key things managers need to do to be successful in a market place is to fine tune their alignment.
Q8. The approach we are using in this class for implementing an organizational strategy is:
Q9. The video emphasized three reasons or ways that the mainstream business might undermine the new one. Which is NOT one of these:
Q10. In terms of organizational structure, the key feature of an ambidextrous organization that supports innovation initiatives is:
Q11. Loose-tight culture is a way of solving this apparent contradiction: “Strong” cultures that are deeply held throughout the organization are associated with high performance; but at the same time, effective cultures in businesses in new market/technological spaces tend to be different than those in more mature markets and firms.
Q12. Which idea is not consistent with ambidexterity?
Q1. The reaction of the existing large disk drive manufacturers to the new smaller disk drive was driven by their culture.
Q2. What is the “point of disruption” as described in the video?
Q3. Netflix and Blockbuster are a good example of a disruptive technology and the reactions of established firms.
Q4. Christensen used the following categorizations for technology:
Q5. Firms’ planning systems are mainly designed to find the large, most certain, and highest margin markets.
Q6. What analogy does Christensen use in regards to how a firm should use when thinking about disruptive technology entering their mainstream market?
Q7. Over time, the market position of incumbent firms is often eroded by disruptive technologies as these technologies continue to develop.
Q8. If a new market is a threat instead of an opportunity, how does that affect the political and undermining behavior examined in the ambidexterity discussion?
Q9. Christensen emphasizes values about what gross margins are acceptable and what size a business opportunity needs to be to be interesting.
Q10. Which is NOT one of the three main types of capabilities highlighted in the video?
Q11. According to Christensen’s research, when is it typically necessary for an organization to create an independent organization (either from the start or for commercialization)?
Q12. If a firm acquires a startup firm primarily to gain access to the startups resources, it should still operate the former startup as an independent organization with integration through senior executive involvement.
Q13. Corporate entrepreneurship is important as a way of generating internal growth.
Q14. Resource authority was referred to as a choice between dedicated (corporate provides resources) or Ad Hoc (business units generally provide resources).
Q15. The “default” model of corporate entrepreneurship (i.e., the one that firms generally start with) is:
Q16. Which approach is most suitable for development of ideas that don’t fit within the business units well, and may even threaten their businesses?
Q1. Which team structure was said to result in teams that are most difficult for senior management to control?
Q2. Questions are raised about senior management’s degree of influence and control when heavyweight teams are utilized.
Q3. In a heavyweight team structure, functional managers are not responsible for what the team delivers.
Q4. Which team structure does not have a mechanism that links the functions together?
Q5. What is not an advantage of having executive sponsorship?
Q6. In a heavyweight team, accountability for product success is predominantly delegated to the team rather than remaining with senior managers.
Q7. The first and likely the most important capability that a heavyweight team leader must have is the ability to be the ultimate leader of that team.
Q8 . How do you bring information from different functional areas together effectively in a heavyweight team?
Q9. Dedicated teams are needed for innovation, because the “performance engine” (i.e., the mainstream organization) is not capable of effective innovation.
Q10. Several models for innovation (e.g., innovation = ideas + process) stumble when the innovation opportunity is non-routine and unpredictable (i.e., we can’t look to the past to generate good predictions).
Q11. Which of the following approaches were suggested as effective models of innovation?
Q12. Which is NOT a core component of Govindarajan & Trimble’s model of innovation execution as described?
Q13. Which is NOT a criteria that indicates a need for separating work out to the dedicated team, according to the video?
Q14. A key bias in staffing the dedicated team is over-estimating the impact of outsiders on its success.
Q15. Partly due to the popularity of Christensen’s work on organizational separation, the research reported in the video tended to find that firm’s “overscoped” the dedicated team.
Q16. Which is NOT indicated in the video as a way to manage the partnership between the dedicated team and shared staff?
Q1. Which is not an important impediment (or challenge) to learning in organizations that was emphasized in the video?
Q2. The quickest and most attention needs to be focused on assumptions that are:
Q3. Which is NOT one of the recommended characteristics of planning for challenging innovation initiatives?
Q4. Which of the following is not a question asked in regard to accountability?
Q5. A bias towards concluding shortfalls as a result of poor execution was described as the most omnipresent and dangerous enemy of innovation.
Q6. Within challenging innovation initiatives, generally managers should hold people accountable for outcomes.
Q7. Which is a key step in effectively addressing the biases arising from blaming shortfalls on outcomes being too low?
Q8. If your organization has autonomous innovation and the capabilities needed exist outside the organization, what approach should you take?
Q9. As your firm moves toward a more virtual approach, the ability to resolve conflicts and coordinate activities increases.
Q10. An integrated approach is rarely more beneficial than a virtual approach in today’s fast-moving business environments.
Q11. 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?
Q12. Which of the following is NOT a reason why implementation of ventures/alliances is problematic?
Q13. 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.
Q14. Key issues in product direction and marketing cannot be resolved in advance of creation of the alliance/venture.
Q15. Which answer includes three elements that were described as central and often under-developed when designing joint ventures and alliances?
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This course is intended for audiences of all experiences who are interested in learning about new skills in a business context; there are no prerequisite courses.