Question1

Adjusting graphic paper capacity to match declining demand exemplifies:

a.

Revolution

b.

Evolution

c.

Adaptation

d.

Reconstruction

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Question2

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Which method of knowledge transfer is most aligned with Tesla's 'Reason from First Principles' approach?

a.

Combination

b.

Internationalization

c.

Socialisation

d.

Articulation

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Question3

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Sappi's shift from graphic paper to packaging grades in South Africa is best classified as:

a.

Revolution

b.

Evolution

c.

Reconstruction

d.

Adaptation

Question4

Why is Microsoft's investment in OpenAI considered a strategic initiative?

a.

It aligns with the original PC-focused mission.

b.

It addresses routine operational improvements.

c.

Reduce organisational risk

d.

It drives innovation for AI-powered productivity tools

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Question5

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In response to weakening demand for traditional fine paper, Sappi opted to invest in the production of dissolving wood pulp. This decision is an example of:

a.

Changing the target

b.

Changing roles

c.

Changing the start point

d.

Changing the style

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Question6

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What role does Sappi's global timber supply network play in "Align the organisation to its corporate strategy"?

a.

Reduces the reliance on international markets

b.

Supports the expansion of dissolving pulp production by ensuring a sustainable raw material supply

c.

Ensures that regional supply needs do not affect corporate strategy

d.

Promotes local production over global integration

Question7

What role does speed play in Tesla's organisational culture?

a.

Limits cross-departmental learning

b.

Encourages rushed decision making

c.

Reduces quality control measures

d.

Improves competitive advantage through rapid response

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Question8

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Sappi's shift to hardwood plantations for dissolving pulp production primarily reflects which factor?

a.

Capacity

b.

Capability

c.

Scope

d.

Readiness

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Question9

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In order to successfully reposition the business, Sappi focused on enhancing its R&D capabilities in genetically improved planting stock. This approach is an example of:

a.

Changing levers

b.

Changing the start point

c.

Changing the path

d.

Changing style

Question10

Linking AI initiatives to performance agreements at Microsoft aimed to:

a.

Increase overtime hours

b.

Penalise underperformers

c.

Align daily tasks with strategy

d.

Reduce training costs

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Question11

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How does Sappi's approach to land claims and forestry management reflect the principle of aligning the organisation to its corporate strategy?

a.

By proactively resolving land claims and engaging communities in sustainable forestry practices

b.

By maintaining a hands-off approach to land claims to avoid potential disputes

c.

By focussing only on legal compliance without considering the broader social impact

d.

By divesting from land holdings to reduce operational complexity

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How could Tesla's management style help reduce barriers to organisational learning?

a.

By empowering employees with trust and autonomy, allowing them to explore new solutions.

b.

By reducing the focus on individual contributions in favour of team decisions.

c.

By maintaining rigid structures that minimise change and uncertainty.

d.

By eliminating risk-taking to avoid failure.

Question13

What does 'reasoning from first principles' encourage at Tesla?

a.

A disregard for unconventional ideas in favour of established methods

b.

Reliance on conventional wisdom to solve problems

c.

Deep dive into the root causes of problems to generate innovative solutions.

d.

A focus on incremental improvement rather than disruptive change.

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A new CEO is appointed to lead HotTech, a multinational company struggling with declining performance. The CEO creates urgency by highlighting the company's challenges and opportunities, forms a coalition of senior leaders to guide the process, and develops a vision for transformation. Over time, the CEO celebrates small wins, builds momentum, and integrates the changes into the company culture. _Which change management framework aligns with this approach?_

a.

Balogun and Hope-Hailey's Change Kaleidoscope

b.

Balogun and Hope-Hailey's Ways of Managing the Change Process

c.

Kurt Lewin's Change Model

d.

John Kotter's Eight-Step Change Process

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Question15

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Which of the following is Sappi's target related to its SDG on clean water and sanitation?

a.

To reduce the use of water in all operations globally

b.

To ensure all water used in production is recycled

c.

To reduce water use specifically in water-stressed locations by 18%

d.

To completely eliminate water usage in paper production

Question16

Which of the following represents Kotter's sixth step of generating short-term wins at Sappi?

a.

Achieving zero injuries in their South African operations

b.

Introducing new energy-efficient technologies at their mills

c.

The successful transition of forestry land from softwood to hardwood

d.

A substantial rise in sales of dissolving pulp in international markets

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Microsoft's approval of OpenAI required ensuring that initiatives are interconnected with a broader strategy. Which theoretical concept explains this approach?

a.

Performance metrics

b.

Operational management

c.

Bird's-eye view integration

d.

Milestone tracking

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Question18

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In 2013, Sappi's strategy focused on transitioning to which type of pulp?

a.

Bleached paper pulp

b.

Newsprint

c.

Speciality paper

d.

Dissolving wood pulp

Question19

Mechanising harvesting to offset wage hikes without layoffs is:

a.

Reconstruction

b.

Evolution

c.

Revolution

d.

Adaptation

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Question20

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In Tesla's management approach, how do skip-level meetings enhance communication?

a.

By allowing employees to bypass immediate supervisors and communicate directly with top-level executives, ensuring transparency and efficient information flow.

b.

By reducing the need for meetings and ensuring that all communication goes through management channels.

c.

By limiting interaction between employees and top management to avoid confusion.

d.

By preventing employees from speaking to upper management directly.

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Question21

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What is the primary focus of the "unfreezing" stage in Sappi's change process?

a.

Creating a compelling reason for change

b.

Developing new product lines

c.

Changing the organisational structure

d.

Establishing new business units

Question22

Limits to absorptive capacity can be a barrier to organisational learning. Which of the following is an example of assimilation of acquired information at Tesla?

a.

Tesla implements training programmes to help employees integrate new information into their work processes.

b.

Tesla begins to acquire industry reports to understand future trends in electric vehicles.

c.

Tesla's engineers develop new battery technology after researching external sources.

d.

Tesla works with universities to acquire cutting-edge research on renewable energy.

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Which segment explains Sappi's mechanisation of harvesting to offset wage increases and maintain productivity?

a.

Preservation

b.

Capacity

c.

Readiness

d.

Power

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Question24

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Which of the following strategies represents Kotter's step of empowering broad-based action at Sappi?

a.

Building stronger relationships with global textile firms to increase product demand

b.

Engaging employees in innovative ways to contribute ideas for business growth

c.

Providing training for employees on the company's new sustainability practices

d.

Increasing the production capacity for dissolving pulp to meet growing demand

Question25

Which part of the strategic shift would Kotter consider empowering broad-based action in the Sappi case?

a.

Setting up task forces for managing the shift to dissolving pulp production

b.

The decision to mechanize 75% of their forestry operations

c.

Increasing investments in specialised cellulose production capacity

d.

Introducing the new sustainability targets in energy consumption

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Question26

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Which of the following characteristics of the Tesla organisational culture contributes the most directly to continuous innovation?

a.

We are ALL IN

b.

Constantly innovate

c.

Do the impossible

d.

Move fast

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Question27

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Which of the following best describes the key role of management in the resource allocation process?

a.

Ensuring that strategic initiatives are integrated into daily operations..

b.

Monitoring financial markets for investment opportunities

c.

Making long-term strategic decisions

d.

Setting the overall vision of the organisation

Question28

Which of the following requires a deep-seated change in the way the organisation and its leaders view the world?

a.

Becoming a Learning Organisation

b.

Barriers to Learning

c.

Transferring Knowledge to Others

d.

Organisational Learning

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Question29

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Which of the following values is NOT part of Tesla's core values?

a.

Profit maximisation at all costs

b.

Respect

c.

Environmental awareness

d.

Constant learning

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Question30

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What is the main challenge when a company faces limits to absorptive capacity?

a.

The company fails to recognise and use valuable new external information.

b.

The organisation is too open to adopting irrelevant or confusing information.

c.

External knowledge is overly complicated to apply to existing operations.

d.

The company lacks the necessary resources to acquire new information.

Question31

What is a key characteristic of Tesla's organisational culture that aligns with the concept of a learning organisation?

a.

Focus on constant innovation.

b.

Centralized decision-making

c.

Strict hierarchical structure

d.

Autocratic leadership style

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Question32

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What challenge does Microsoft face in aligning individual behaviour with AI goals?

a.

Resistance to upskilling

b.

Excessive communication

c.

Overemphasis on culture

d.

Lack of strategic initiatives

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Question33

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Sappi's approach to achieving its strategic goals involves:

a.

A bottom-up approach focussing solely on employee feedback

b.

Outsourcing all strategic management responsibilities

c.

Focussing on one product line at a time

d.

A top-down strategy with clear alignment between vision, goals, and actions

Question34

In the context of sustainability, Sappi has committed to increasing renewable and clean energy by how many percentage points?

a.

9 percentage points

b.

7 percentage points

c.

11 percentage points

d.

5 percentage points

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Question35

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Which of the following best describes the role of process maturity in strategic project management?

a.

A higher level of maturity reflects the organisation's ability to select and manage the right projects in line with strategic goals

b.

Process maturity only applies to operational work, not strategic initiatives.

c.

Maturity is the technical completion of projects, regardless of alignment with strategy.

d.

Maturity refers to the speed with which a project is completed, irrespective of quality.

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Question36

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What indicates Microsoft's high process maturity in managing AI projects?

a.

Avoiding risk assessments..

b.

Ad-hoc project management

c.

Standardised methodologies for strategic initiatives

d.

Lack of portfolio oversight

Question37

Tesla's culture emphasises a "move fast" mentality. What are some of the risks associated with this approach?

a.

Slow decision-making processes.

b.

Overreliance on traditional processes.

c.

Reduced market competitiveness.

d.

Potential for burnout among employees due to speed pressures.

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Question38

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Greentech Innovations integrates strategy reviews into monthly meetings, aligns its strategy with the annual budget, and conducts quarterly workshops to refine its goals. _These practices demonstrate which principle of a strategy-focused organisation?_

a.

Align the Organisation to the Strategy

b.

Translate the Strategy to Operational Terms

c.

Mobilise Change through Leadership

d.

Make Strategy a Continual Process

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Question39

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In Microsoft's strategy under Nadella, which enabler was essential for implementing the shift to AI and cloud platforms?

a.

Expansion to new geographic regions

b.

Communication of the new strategy at all levels of the organisation.

c.

Increased marketing budgets

d.

Acquisition of smaller software companies.

Question40

Which type of change would Sappi's transformation of its South African timber operations, including converting softwood plantations into hardwood plantations, fall under?

a.

Reconstruction

b.

Evolution

c.

Revolution

d.

Adaptation

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Question41

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How does Sappi gauge its "Readiness" for the shift to dissolving pulp production according to the Change Kaleidoscope?

a.

Sappi's readiness is evaluated only by the completion of new production facilities.

b.

Sappi gauges readiness solely by measuring financial performance.

c.

The company assesses readiness by relying on external advice from consultants to determine the best course of action.

d.

Readiness involves assessing internal factors such as employee skills, technological infrastructure, and market demand to support the shift.

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What action by Sappi represents Kotter's fourth step of communicating the vision for buy-in?

a.

Enhancing production capacity in dissolving wood pulp

b.

Initiating marketing campaigns for the new cellulose products

c.

Engaging with local communities for timber supply

d.

Reorganising workforce roles for increased productivity

Question43

Scenario: Sappi recognised declining demand for fine paper globally and shifted focus to dissolving pulp and packaging. How does this align with Kotter's model?

a.

Step Anchoring changes

b.

Step Developing a vision

c.

Step Establishing urgency

d.

Step Short-term wins

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Question44

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Which strategic priority is central to Sappi's commitment to a circular economy?

a.

Reducing employee count through mechanisation

b.

Focussing on the development of plastic-based products

c.

Responsible consumption and production of goods

d.

Maximising the use of non-renewable resources

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Question45

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Which step in Kotter's model did Sappi focus on by achieving the goal of increasing dissolving wood pulp production?

a.

Empowering broad-based action

b.

Sustaining acceleration

c.

Generating short-term wins

d.

Creating a guiding coalition

Question46

Sappi's target to produce 1 million tons of dissolving pulp by 2025 is an example of:

a.

Translating strategy into measurable operational goals.

b.

Making strategy part of daily employee tasks.

c.

Mobilising leadership for change.

d.

Aligning organisational structure to strategy.

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Question47

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What is the primary challenge of resource allocation for the implementation of strategies in large organisations?

a.

Minimising Financial Costs

b.

Increasing the pace of product development

c.

Aligning Organisational Units with the Corporate Strategy

d.

Ensuring that resources are distributed equally across all departments

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Question48

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What role does "youth culture" play in individual learning at Tesla?

a.

It ensures that all employees have the same level of experience.

b.

It promotes rigid adherence to traditional business practices.

c.

It discourages experimentation in favour of following established procedures.

d.

It encourages risk taking, rapid adaptation, and continuous learning by younger employees.

Question49

If Sappi had rapidly divested all paper assets to focus solely on dissolving pulp, this would be:

a.

Adaptation

b.

Revolution

c.

Evolution

d.

Reconstruction

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Sappi's partnerships with communities via Project Grow and land claim settlements relate to which contextual factor?

a.

Power

b.

Preservation

c.

Diversity

d.

Readiness

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Question51

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What type of knowledge transfer is emphasised when employees at Tesla "do the impossible"?

a.

Combination

b.

Articulation

c.

Socialization

d.

Active experimentation

Question52

Which step of Kotter's model is exemplified by Sappi's strategic shift towards dissolving pulp to meet growing demand in the Far East?

a.

Establishing a sense of urgency

b.

Developing a change vision

c.

Creating a guiding coalition

d.

Generating short-term wins

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Question53

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Sappi's reliance on its Saiccor mill's expertise in dissolving pulp production since 1955 best illustrates which contextual factor?

a.

Diversity

b.

Power

c.

Capability

d.

Capacity

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Question54

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Which of the following represents a structural reason that may cause Sappi's strategic change to fail?

a.

Resistance to mechanisation in Sappi's South African operations

b.

Lack of organisational capacity to support increased production demands

c.

Inadequate communication about the shift to dissolving wood pulp

d.

The need for major investment in converting softwood plantations to hardwood

Question55

What is the benefit of integrating performance metrics into the resource allocation process?

a.

To ensure that all initiatives are equally funded.

b.

To avoid management from needing to intervene in the process.

c.

Provide measurable benchmarks for success and track progress.

d.

Minimising the cost of initiatives

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Which of the following best describes the concept of 'strategic initiatives' in the context of resource allocation?

a.

Decentralised decisions made by individual departments

b.

Daily operational decisions that do not require resource commitment.

c.

Short-term tactical actions to reduce costs.

d.

Large-scale cross-functional projects focused on achieving strategic goals.

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Question57

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Sappi's 2017 shift to derive two-thirds of revenue from dissolving pulp and packaging reflects:

a.

Reconstruction

b.

Evolution

c.

Adaptation

d.

Revolution

Question58

Scenario: By 2017, Sappi reported higher earnings and energy self-sufficiency. Which step do these achievements represent?

a.

Step Develop vision

b.

Step Sustain acceleration

c.

Step Anchor changes

d.

Step Short-term wins

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How does Tesla foster team and individual learning simultaneously?

a.

By discouraging employee collaboration

b.

Through performance acceleration programmes that focus on individual development

c.

By strictly separating individual roles and team goals.

d.

By limiting the number of training programmes offered

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Why did Satya Nadella revise Microsoft's original mission statement?

a.

To align with a "mobile-first" strategy.

b.

To prioritise hardware over software.

c.

To reduce the focus on AI and cloud computing

d.

The original mission was finite and already achieved in developed markets.

Question61

Which SPM synthesis component ensured ChatGPT integration into Office products?

a.

Project strategy

b.

Transition planning

c.

Process maturity

d.

Executive sponsorship

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GlobalMart, is looking to expand its operations into emerging markets but before expanding the company needs to understand and adapt to the unique conditions of these markets, including economic factors, customer preferences, and local competition. Select the one answer that best describe this statement:

a.

Dynamic consistency

b.

Content

c.

Context

d.

Process

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What key lesson does Microsoft's evolution under Nadella offer about resource allocation?

a.

Employee rewards drive strategic alignment

b.

Financial resources outweigh risk considerations

c.

Top-down approaches guarantee success.

d.

Static missions hinder innovation

Question64

How does Elon Musk's management style encourage individual learning at Tesla?

a.

By encouraging detailed meetings with large teams

b.

By allowing employees to experiment freely without fear of failure.

c.

By controlling all aspects of work through micromanagement.

d.

By restricting the freedom of employees in decision-making.

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Partnering with communities for land claims and timber supply agreements aligns with which strategic change type?

a.

Evolution

b.

Reconstruction

c.

Revolution

d.

Adaptation

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What is a possible solution to overcoming management ignorance in organisations like Tesla?

a.

Promoting a culture of continuous learning, including feedback and new perspectives.

b.

Discouraging any form of risk taking or experimentation in decision-making.

c.

Encouraging employees to independently create strategies without managerial input.

d.

Question67

Limiting external communication to reduce distractions and focus on internal operations.

Sappi's investment in research and development primarily aims to:

a.

Focus on sustainable packaging

b.

Reduce the number of mills globally

c.

Develop new products and solutions from woodfibre

d.

Improve the quality of timber for paper production

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Which aspect of Tesla's organisational culture aligns with the 'Reflective observation' learning process?

a.

Collaborative discussions and evaluations of previous projects

b.

Open communication through skip-level meetings

c.

The focus is on experimenting with new designs.

d.

Employee-driven innovation

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Satya Nadella's criticism of Microsoft's original mission highlights the importance of

a.

Silo-treated approaches

b.

Avoiding finite goals in mission statements

c.

Cascading objectives

d.

Risk management in resource allocation

Question70

What is a key challenge in managing strategic initiatives at Microsoft as it transitions to AI and cloud computing?

a.

Balance of resource allocation between legacy products and emerging technologies

b.

Limiting the number of strategic initiatives to only a few projects

c.

Ensure that all initiatives are operational and aligned with the original mission of the company.

d.

Avoiding investments in AI and cloud to minimise risk