Digital Transformation Coursera Quiz Answers – Networking Funda

All Weeks Digital Transformation Coursera Quiz Answers

Digital Transformation Week 1 Quiz Answers

Quiz 1: Practice Quiz: Technology Laws of Business Disruption

Q1. Which of these best describe the implication of humans’ ability to understand digital technology?

  • The gap between a company’s actual delivery value and what is possible to do with technology is narrowing.
  • Humans best see and understand linear developments, which helps companies linearly grow and adopt new technologies.
  • Humans tend to have difficulty understanding exponential growth, which causes companies to underestimate digital trends.
  • Incumbents are usually better able to see and act on ways to use technology to solve customer needs.

Q2. How has competition changed with the business architecture shift from vertically integrated value chains to a stack-based structure?

  • There have not been significant changes in competition as a result of business architecture changes.
  • New players can compete in the market without having any impact on the lower stacks.
  • New players in a market usually attack the entire value chain.
  • Innovation competition occurs at the bottom of the stack structure.

Q3. A member of your team asks you to explain the impact of the deconstruction of the value chain. How would you best summarize its impact on business strategy?

  • Businesses increasingly need to focus on economic organization.
  • Business strategies will evolve in similar ways across industries.
  • Businesses need to find their own economies and strengths in the emerging stacks in their industry.
  • Businesses need to maintain a clear separation from other companies in their value chain.

Q4. How could you best describe the economic impact of technology over the past four decades?

  • Investments in global information technology spending have resulted in positive and similar global productivity increases.
  • It is a paradox that productivity growth has not kept pace with the growth in information technology spending.
  • The global GDP is growing at a faster rate than global information technology spending.
  • Productivity numbers show that technology investments have helped create more economic value.

Quiz 2: Week 1 Quiz: Technology Laws of Business Disruption

Q1. Your company is undergoing a major review of its use of digital technology. How would Moore’s Law be most likely to impact your review?

  • The amount of data stored per square centimeter of a hard drive will double every 13 months.
  • The amount of data communicated through a single optical fiber doubles every nine months.
  • The processing power of computers doubles every year and a half.
  • The cost economies of technology benefit companies rather than consumers.

Q2. Imagine you work for a large and established incumbent in the banking industry. How might you most successfully compete in an increasingly stack-based industry?

  • Consider dominating the bottom layer infrastructure, which depends on economies of scale.
  • Maintain established industry dominance of the entire value chain.
  • Form an oligopoly with other competitors.
  • Look for ways to lower industry-wide increasing transactional costs.

Q3. Which of these best describe the experience of a company that produces content and relies on consumers in a stack-based industry?

  • Due to fragmentation in top layers, people prefer to be on smaller, separate networks.
  • Consumers and producers need a platform on which they can find one another and interact.
  • Content producers find it increasingly important to protect their local position against global players.
  • Profits are typically higher for producers than platform providers.

Q4. Your company’s board of directors is  ing your IT department’s increased budget while noting that the company has failed to see increased productivity. Which of these theoretical explanations is most likely to help the board understand this paradox?

  • The company may be netting improvements in other areas, such as more efficiency, stronger risk management, and more innovative and value-adding products.
  • Risk management has gotten more difficult with the addition of digital technology.
  • The process of training and reaching full productivity on new tools is easier in the digital age.
  • The decreasing complexity of business environments is neutralizing the positive impact of technology on productivity measures.

Digital Transformation Week 2 Quiz Answers

Quiz 1: Practice Quiz: Winning in the Digital Age

Q1. You are working for an established industry firm. A small entrepreneurial firm has just launched a technology which appears to appeal to consumers in your market. Which of the following is the biggest indicator that your company may be able to withstand this disruption?

  • Executives have assessed the value of the new innovation but don’t appear concerned that the company needs to shift.
  • Your company quickly recognized a need to change and has pivoted its extensive resources to researching and developing a similar technology.
  • Business unit leaders have reached different conclusions about the potential disruption and are continuing to discuss its possible impact and the company’s best next move.
  • The technology is so new that the company will hire consultants and build a new department to research and potentially launch a similar initiative.

Q2. Which of the following companies is most likely in the strongest position to win a digital transition?

  • A company has invested significant resources into researching and developing incremental improvements to their existing products and services.
  • Rather than exploring current trends, a company has invested all of its resources into developing a potential technology advancement.
  • A company has a patent on a new product and has the resources to defend itself against infringements by competitors.
  • A company innovated a new way to automate its service.

Q3. What important overall   should companies ask themselves when considering whether to launch a new product?

  • Is this market a winner-take-all or duopoly?
  • Is there a first mover advantage?
  • Is there likely to be a single dominant design or multiple designs?
  • Is this market contested?

Quiz 2: Week 2 Quiz on Foundations of Digital Transformation

Q1. A company created a simple software tool that lets users identify and track project tasks. The free software has become very popular and widely used on agile software development teams. Which type of marketplace disruption is most likely occurring?

  • Low-end disruption
  • New market disruption
  • High-end disruption
  • Business model innovation

Q2. A company produces tropical flavored sodas and has created an app that encourages customers to share thoughts about existing and potential new soda flavors. How might you best describe the strategy the company is using to address one of the five domains of digital transformation?

  • The company is trying to educate their customers about the cost advantages of its sodas.
  • The company is using social media to create value for customers.
  • The company is trying to distance itself from industry and value chain competitors.
  • The company is formalizing a more structured testing cycle.

Q3. Which of these companies has the most competitive advantage in digital economies?

  • A retail company has monopolized its industry through resource scarcity by acquiring advantageous retail locations.
  • A company has been providing a service for so long that it no longer has learning curves to overcome.
  • A company has the largest production in the industry, ensuring that its production costs will be lower.
  • A company has leveraged its platform technology and network externalities to become the best at creating value for its customers through its exemplary customer service.

Q4. Your company is one of many who provide digital solutions to small businesses. One of your competitors has just gone out of business, and you see an opportunity to acquire another competitor that could increase your business and give you an advantage. How would you best describe your company’s current life cycle phase?

  • Shakeout
  • Emergent phase
  • Mature phase
  • Growth phase

Q5. Despite increasing reports of the dangers of athletes who receive repeated concussions, protective headgear for athletes has featured the same basic design for many years. What could be next for this industry?

  • Protective headgear technology is ready for a disruption.
  • A dominant design of protective headgear is likely to form.
  • Sales and growth are likely to be increasing.
  • Due to over competition, firms will go out of business or go through mergers and acquisitions.

Q6. Which of the following would you classify as a technology push?

  • Noticing large demand for vintage game consoles, a video game company has released a handheld player that features its original, 1980s-era video games.
  • Gaming innovations are focused on process, delivery, and service.
  • Small entrepreneurial firms are experimenting with new innovations in gaming systems.
  • An incumbent video game company plans to sell all of its gaming systems with virtual reality headsets by 2020.

Q7. How would you best describe firms that are likely to experience success during the growth phase?

  • Large, efficient firms
  • Small entrepreneurial firms
  • First mover firms
  • Firms that pioneer innovations

Q8. You are reviewing a case study of an industry’s firms. Which of the following describes an industry incumbent that is most likely to be able to survive a disruption?

  • One company is in an industry where customers prefer name brands and are averse to risking the purchase of an expensive product from a new company.
  • Business unit leaders have reached different conclusions about the potential disruption and are continuing to discuss its possible impact and the company’s best next move.
  • The technology is so new that the company will hire consultants and build a new department to research and potentially launch a similar initiative.
  • One company’s expertise lies in manufacturing and doesn’t appear to have the capabilities or desire to shift to online sales and marketing.

Q9. Which of the following would be most likely to strengthen a company’s ability to compete in a digital transformation?

  • A very small entrepreneur has a patent and is now defending it in court against several large corporations.
  • A company has tightly held complementary assets in distribution channels and in its ability to use a related technology to create a new product.
  • The product created is innovative, likely to be very popular with customers, and easily replicated.
  • A company has many tightly held complementary assets in manufacturing and needs to develop its marketing assets in order to be competitive with the new product.

Q10. When analyzing the competitive life cycle, what is the most important   companies should ask themselves during a market shakeout?

  • Is the severity of changes likely to be radical or incremental?
  • Is this market winner-take-all, duopoly, or contested?
  • Do I have a first mover advantage?
  • Is the market slowly evolving or hyper-dynamic?

Digital Transformation Week 3 Quiz Answers

Q1. How can companies best minimize possible ethical and legal implications from the use of artificial intelligence?

  • Identify input variables or past experiences that led an AI to make a specific choice.
  • Use existing historical data to build the largest database possible.
  • Minimize the use of artificial intelligence except when absolutely necessary.
  • Contribute to policy and regulatory interventions.

Q2. Which of the following businesses is least likely to benefit from blockchain?

  • A financial services firm
  • A technology firm that has the capability to create blockchain applications
  • A company that charges a fee to maintain records and facilitate secure transactions between parties
  • A company that is developing blockchain protocols

Q3. Which of these companies could most likely use blockchain to solve an asset tracking problem?

  • An international airline needs to confirm the identity of its employees so they can register for online recertification courses.
  • A group of farmers in a community supported agriculture network want to share source information and updates on when items will be harvested and where they will be available for purchase.
  • A Dubai-based company needs to be able to help its customers reach an agreement to purchase shares in an airplane membership service.
  • A company wants to recognize and help its customers safeguard their personal information when making online purchases.

Quiz 2: Week 3 Quiz: High-profile Digital Technologies

Q1. A bank has started analyzing its volumes of data to detect unusual patterns and can now review transactions in real time. How would you best describe the potential value creation and impact on the bank’s business by using data in this way?

  • The bank is offering customized solutions.
  • The bank is performing predictive maintenance.
  • The bank is preventing fraud.
  • The bank is personalizing its offerings.

Q2. Your team is reviewing options for using the data your company has collected on customer behaviors and preferences. Which of the following would be LEAST likely to risk a breach of trust with customers?

  • Assume customer permission to use their data.
  • Identify ways your company will use data conservatively and legally.
  • Change how you’re using customer data without notification.
  • Use data you’ve collected all along in new ways without letting customers know.

Q3. You’ve been asked to review a cloud services plan for a company that owns a large group of hospitals. Which of the following items poses the greatest concern about the group’s ability to successfully migrate to cloud services?

  • The hospital group has limited financial resources for their initial investment in cloud services, but could increase their expenditures later.
  • The group of hospitals and the services provided may expand.
  • The architecture of the cloud services plan is intentionally designed with current capacity and other limits in mind.
  • The hospitals are required to have a disaster recovery mechanism for data.

Q4. Your team is responsible for determining a use case scenario for the internet of things. Which of these elements would be of greatest concern as you prepare to select a platform provider?

  • The platform uses a technology that is compatible with the company’s current system.
  • A platform’s APIs are unique, highly customized and distinct from other APIs.
  • The platform’s architecture is modular.
  • A platform uses open source application development.

Q5. Which of the following companies would most likely benefit from additive manufacturing?

  • A company that needs to personalize its products
  • A company that produces an existing, well-functioning product
  • A company that has high-volume production
  • A company that does not need to create a prototype

Q6. You are part of the senior management team and have just received the dreaded phone call that your company has been the victim of a cyber attack. Looking back, how did your company most likely fail to protect itself?

  • Your company has cyber security policies in place but does not audit processes or employee behaviors.
  • Your IT department invested heavily in technological solutions they hoped would prevent attacks.
  • Your company engaged with other organizations in the same ecosystem in an attempt to address cyber risks.
  • Your company’s spending to prevent a cyber attack has doubled in the past year, which is consistent with the increase of attacks in your industry.

Q7. Your company is interested in investing in Artificial Intelligence. How can you best establish a competitive edge in your industry?

  • Focus on building your talent pool to keep up with advances in algorithms.
  • Wait for new developments in Narrow AI before investing in AI.
  • Invest most heavily in your computing infrastructure.
  • Focus on learning algorithms rather than the availability of quality data.

Q8. Given current blockchain technology and protocols, in which of the following scenarios is blockchain most likely to have a significant impact?

  • A company that conducts over a thousand transactions per second
  • An industry that relies on a third party intermediary
  • An industry with secure records that are easily accessible to the public
  • A company in an industry subject to significant government regulations

Q9. Which of these companies could most likely use blockchain to solve a problem or add value in an identity use case?

  • A group of farmers in a community supported agriculture network want to share source information and updates on when items will be harvested and where they will be available for purchase.
  • A Dubai-based company needs to be able to help its customers reach an agreement to purchase shares in an airplane membership service.
  • A company wants to recognize and help its customers safeguard their personal information when making online purchases.
  • A group of homeowners on a popular vacation island want to be able to rent their properties to consumers without paying fees to a rental agency or website.

Q10. How might companies best analyze and select trends that are relevant to their business?

  • In an effort to minimize distractions and prioritize resources, companies should focus on trends in their own industry.
  • Companies should focus efforts on defending themselves against potential threats via new trends.
  • Examine trends for the potential to grow the core business and to find new digital growth opportunities
  • If a company is an incumbent, it should be certain to focus on its own infrastructure rather than seeking new growth.

Digital Transformation Week 4 Quiz Answers

Quiz 1: Practice Quiz on Layer 3: The Core Enablers

Q1. Which model has proven most effective in increasing speed to market, productivity and employee engagement?

  • Agile@scale
  • Excubator
  • Centralized
  • Decentralized

Q2. A CEO has been relying on gut instincts to make decisions and achieve business goals. What should she focus on to build value from data?

  • Data usage
  • Data engine
  • Data ecosystem
  • Vision

Q3. Your company is starting to develop technology-enabled processes to keep up with new customer expectations and fast product delivery cycles of digital innovators. What approach would you recommend?

  • Develop a digital speed team
  • Develop a waterfall approach
  • Develop a digital-ready technology function
  • Develop an industrial speed team

Q4. How can an ecosystem provide a competitive advantage in the digital age?

  • It reduces levels of openness.
  • It leverages the data outside the company
  • It limits the diversity of roles.
  • It shifts the mindset towards competition.

Quiz 2: Practice Quiz on Layer 2: The Fundamental Duality

Q1. Why is design thinking an appropriate approach to use to digitize the core?

  • It helps digital teams stay focused on the product.
  • It helps digital teams follow a linear process for product development.
  • It helps digital teams redesign the customer journey with the customer at the center.
  • It helps digital teams focus on discrete phases of development.

Q2. What   should every organization ask before digitizing its business?

  • Are we using the latest and greatest technology?
  • Is the competition digitizing too?
  • Do we need a new product?
  • Does digitization help us meet our business purpose?

Q3. What are critical dimensions in digitizing the core?

  • Excel in customer experience
  • Excel in digital operational excellence
  • Excel in both customer experience and digital operational excellence

Q4. Your company launched a very successful product a few years ago, one that consistently yields significant profits. Your CEO has dedicated company resources to maintaining and improving that product. What would you recommend to support long-term growth?

  • We should shift the majority of our resources to new product development.
  • We also need to invest in exploring new digital growth.
  • Nobody else has a product like ours, so we should continue to invest heavily in supporting it.
  • We’re still in the early phases of the product life cycle, so we should only focus on this cash cow.

Q5. How can companies avoid both the success and the perpetual search traps?

  • Focus the team purely on exploration.
  • Switch a team from an exploitation stage to exploration.
  • Focus the team purely on exploitation.
  • Switch a team from exploration to exploitation focus.

Quiz 3: Week 4 Quiz: Your Path to Digital Transformation

Q1. Imagine you work for a specialty fashion retailer that is experimenting with new apps to better serve its customers. You’re racing to outpace your competitors, but aren’t looking to reshape the industry. Which strategy approach would be most appropriate for your firm?

  • Classic
  • Visionary
  • Adaptive
  • Shaping

Q2. Your company is developing new digital products. Which approach should they use?

  • A linear, waterfall process
  • A product-focused methodology
  • Design thinking
  • Focus on discrete steps in the customer journey

Q3. Your company wants to increase profits and has focused on improving the customer experience and has seen a slight improvement in profits. What should they do?

  • Continue to focus on the customer journey while improving operational efficiency
  • Scale back the company’s digital efforts
  • Switch focus to improving operational efficiency
  • Maintain focus on the customer journey–profits will go up eventually

Q4. You learn that your company’s chief competitor is digitizing a new capability. How should your firm respond?

  • Draw on the company’s ecosystem to purchase an expensive new technology with similar capabilities.
  • Create a new team focused on digitizing all the business processes.
  • Develop a new, competitive capability.
  • Digitize the same capability if it is aligned with a business purpose.

Q5. Your company launched a very successful product a few years ago, one that consistently yields significant profits. Your CEO now wants to shift the balance of company resources to new product innovation. What could you say to convince him to dedicate significant resources to also maintaining and improving the existing product?

  • New product development is too risky and unlikely to lead to value.
  • We need to avoid the perpetual search trap.
  • Nobody else has a product like ours.
  • Our adoption curve has flattened.

Q6. How can large complex organizations achieve ambidexterity?

  • Create a small team of explorers to deliver immediate growth targets
  • Create a small team of explorers with the mandate to think about alternative sources of growth in the long run
  • Shift personnel from the legacy business to the business innovation team
  • Create a small team focused on the legacy business

Q7. Which of the following best describes how implementing agile@scale enables both people and the organization?

  • Its focus on MVPs (minimal viable products) prevents companies going in the wrong direction.
  • It balances alignment and autonomy to establish new ways of working.
  • It uses an iterative approach that enables organizations to change direction and react quickly.
  • It relies on autonomous multi-disciplinary teams.

Q8. Your company’s IT team has been working for three years to develop an interface to align product development with customer data. Despite a big investment of resources, they are no closer to a solution. What would you recommend your company focus on instead?

  • Vision
  • Data ecosystem
  • Data engine
  • Data usage

Q9. Your company has to manage its legacy system and build new digital capabilities. What approach would you recommend?

  • Develop a waterfall approach
  • Develop a two-speed approach
  • Develop a digital speed team
  • Develop an industrial speed team

Q10. How can companies leverage their ecosystem for competitive advantage in the digital age?

  • They can decouple different layers of the value chain.
  • They can form partnerships.
  • They can compete across all layers of the industry.
  • They can focus on sharing goods.

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Team Networking Funda
Team Networking Funda

We are Team Networking Funda, a group of passionate authors and networking enthusiasts committed to sharing our expertise and experiences in networking and team building. With backgrounds in Data Science, Information Technology, Health, and Business Marketing, we bring diverse perspectives and insights to help you navigate the challenges and opportunities of professional networking and teamwork.

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