Etimad M3 - Pre Assessment ETIMAD NATIONAL LEADERSHIP PROGRAM 2026 Module 3: Executing Strategy – Turning Vision into ResultsPre Knowledge Assessment Dear Etimad Participants,Thank you for joining us on Module 3: Executing Strategy – Turning Vision into Results. The pre-module assessments is intended to establish a baseline understanding of the topics that will be covered during the module. We will share the same questions with you again at the end of Day 3 to measure learning and knowledge gained throughout the experience. There are only 10 multiple-choice questions, which should take approximately 5 minutes to complete. However, we would appreciate you taking sufficient time to provide thoughtful and well-considered responses.YOUR DETAILS:Full Name:Cohort:- Select -Cohort 1Cohort 2DAY 1 — STRATEGIC TRANSLATION 1. Which approach is most likely to strengthen the execution of a strategic plan? A. Making clear choices, focusing resources, assigning accountability, and testing assumptions against market reality B. Developing a detailed plan first and deciding ownership after implementation begins C. Keeping strategic priorities broad so that every function can interpret them independently D. Protecting the original plan from changes once senior management has approved it2. When leaders are evaluating strategic alternatives, which question best supports a meaningful strategic trade-off? A. Which option is easiest for the organization to communicate internally? B. Which initiative has the greatest number of supporters? C. Which option creates the strongest value considering profitability, performance drivers, customers, competition, and cash generation? D. Which option allows all current activities to continue without disruption?3. What is the primary value of a strategy map and value logic? A. It replaces the need for performance measures by providing a visual strategy B. It shows how strategic objectives connect through cause-and-effect relationships to the activities and outcomes that create value C. It allows each department to define its own strategy independently D. It focuses mainly on documenting the organization’s existing structureDAY 2 — EXECUTION DISCIPLINE 4. Which statement best distinguishes an Objective from its Key Results within an OKR? A. The Objective is quantitative, while Key Results describe general aspirations B. The Objective describes financial performance, while Key Results measure employee performance C. The Objective is permanent, while Key Results change every week D. The Objective describes the qualitative, inspirational and time-bound direction, while Key Results quantify the progress expected toward it5. A strategic initiative is important but repeatedly stalls because different functions are unclear about who decides, who owns delivery, and when issues should be escalated. What is the most appropriate response? A. Establish clear ownership, decision rights, governance, escalation routes, and a regular execution cadence B. Add more strategic objectives so each function has greater flexibility C. Allow each function to develop its own implementation process D. Delay governance discussions until the initiative begins missing financial targets6. A stakeholder has both high influence and high interest in a strategic initiative. According to the stakeholder power/interest approach, the leader should primarily: A. Monitor the stakeholder with limited intervention B. Keep the stakeholder informed but avoid involving them in decisions C. Actively engage, encourage and influence the stakeholder throughout implementation D. Focus attention elsewhere because high interest usually ensures automatic support7. Which approach provides the strongest basis for monitoring strategy execution and making timely course corrections? A. Rely primarily on financial results after the initiative has been completed B. Use a balanced set of relevant performance measures, reviewed through a regular management cadence, to identify progress and emerging issues C. Track as many indicators as possible to avoid overlooking information D. Change KPIs frequently whenever performance falls below targetDAY 3 — FINANCIAL STRATEGY, SIMULATION & ALP APPLICATION8. Why should leaders avoid interpreting a financial number in isolation? A. Financial information is primarily useful to finance specialists rather than operational leaders B. Historical financial information should always be replaced by forecasts C. Financial indicators become useful only when compared with competitors D. A financial number requires context, assumptions and an understanding of the underlying value drivers before it can support a sound decision9. An organization has several attractive initiatives but insufficient money, people and management capacity to pursue all of them. What is the strongest strategic response? A. Divide the available resources equally across all initiatives B. Fund the initiatives with the strongest internal sponsors first C. Prioritize initiatives based on strategic value and feasibility, deliberately deciding what to fund, delay, reshape or stop D. Begin every initiative and reduce its scope if resources later become insufficient10. What is one of the central lessons of the Project Apex strategic execution simulation? A. Effective execution requires leaders to make disciplined priorities and trade-offs with limited resources, then reprioritize when new information changes the situation B. Successful execution means completing the greatest number of activities in the shortest possible time C. Strategy should remain unchanged once priorities have been agreed D. Resource allocation is mainly a financial decision and should therefore be led by FinanceSubmit
