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CIMA CIMAPRO15-E03-X1-ENG Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Analysing the Organisational Ecosystem | 25% | - Internal capability and resource analysis - SWOT and stakeholder analysis - External environment analysis (PESTEL, Five Forces, etc.) |
| Digital Strategy | 20% | - Digital transformation and business models - Technology risks and opportunities - Data analytics and strategic use of information |
| Strategic Control and Implementation | 10% | - Strategic performance measurement - Implementation planning and change management - Review and adaptation of strategy |
| The Strategy Process | 20% | - Strategy definitions and levels - Governance and ethical considerations - Strategic planning and decision-making models |
| Generating Strategic Options | 15% | - Strategic directions and growth frameworks - Innovation and entrepreneurship - Portfolio analysis and diversification |
| Making Strategic Choices | 10% | - Strategic fit and feasibility - Strategic alliances and partnerships - Evaluation criteria and risk assessment |
CIMA E3 - Strategic Management Question Tutorial Sample Questions:
DDD is a business which sells entertainment products and now wants to move to a position where it uses ebusiness as a fundamental part of its business strategy.
Which of the following benefits would result from DDD's use of e-business? (Choose all that apply.)
- A. An increased use of tacit knowledge.
- B. Cost reductions because of lower overheads and cheaper procurement.
- C. A reduction in labour turnover and higher morale.
- D. Increased online revenues.
- E. Easier access to loan finance.
- F. Better control of information through monitoring website activity.
An organization must acquire suitable hardware and software in order to implement a knowledge management strategy so that knowledge can be stored and communicated.
Which of the following would be appropriate systems to use in a knowledge management strategy? (Choose all that apply.)
- A. Intranet
- B. Ledgers and journals
- C. Social media
- D. Internet
- E. Groupware
- F. Local area network
DF Company is undertaking a strategic review of its activities and has asked you to explain how a Force Field analysis would assist in the review process.
Which of the following statements would be most appropriate?
- A. Provide a framework for identifying forces for and against the proposed changes within DF.
- B. Identify forces facing DF's activities that may create barriers and resistance to change.
- C. Identify influential senior managers who will drive through changes in DF's strategic direction.
- D. As part of DF's strategic review, identify forces facilitating the need for proposed change.
Which TWO of the following are advantages to an organization of using non-financial performance measures, rather than financial performance measures? (Choose two.)
- A. They present a wider view of organizational performance than financial performance measures.
- B. They are less subjective than financial performance measures.
- C. They are easier to measure than financial performance measures.
- D. They are not distorted by inflation.
- E. They are less expensive to measure than financial performance measures.
You have been given responsibility, as a newly qualified management accountant, for delivering an ambitious project to centralize and computerize the accounts function within a medium-sized, geographically dispersed business. The timetable also requires the project to be delivered within a very short timescale with limited resources. You have built a team to deal with these proposed changes.
With regard to effective teams and change, which THREE of the following statements are correct? (Choose three.)
- A. Teams that cross departmental boundaries can destroy shared values.
- B. Individuals must become more than they were when working alone and must develop new commitments and behaviors.
- C. Teams play minor roles in institutional change.
- D. Teams should continue after their purpose has been served.
- E. Teams enhance learning and address change directly through creating recommendations and new ideas.
- F. Teams that cross departmental boundaries can develop new performance criteria.
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