Summary:
The core issue is conflicting stakeholder demands based on personal preferences ("we had this before") and assumptions ("we need this new thing"). This creates a high risk of scope creep and paralysis. The strategy designer must redirect the focus from internal opinions to objective, external evidence. The recommendation should ground the prioritization debate in data about what will actually deliver value to the customer, which is the ultimate goal of the self-service initiative.

Correct Option:

B. Revisit customer research to inform internal prioritization.
This approach shifts the conversation from subjective stakeholder wants to objective customer needs. By revisiting research like user interviews, usability tests, or support call analytics, the team can identify the features that will most effectively solve customer pain points and achieve self-service goals.

Using customer data as the primary decision-making tool depersonalizes the conflict. It creates a shared, factual foundation for prioritization, ensuring the final feature set is driven by value to the user rather than internal politics, thereby breaking the organizational paralysis.

Incorrect Options:

A. Map features between the two systems and let stakeholders prioritize.
This method keeps the decision within the realm of stakeholder opinion and does not resolve the underlying conflict. It simply lays out the competing lists without providing a objective criterion for choosing between them.

Without a guiding principle like customer value, the prioritization meeting is likely to revert to the same debates based on personal preference and power, perpetuating the risk of paralysis.

C. Advise executive leadership to make the decision about priorities.
While this might break the deadlock, it is an anti-pattern for collaboration and buy-in. A top-down decision from leadership risks being arbitrary and may not reflect true customer needs.

It also disempowers the stakeholders, potentially leading to resentment and a lack of ownership over the project's success. The goal is to create alignment, not to impose a solution.

Reference:
Trailhead: Prioritize Your Backlog

This module emphasizes that backlogs should be prioritized based on value. For a customer-facing initiative, the primary source of value is the benefit to the customer, which is best understood through customer research and feedback.

Summary:
A newly formed team lacks established norms and shared understanding, which can lead to conflict, inefficiency, and misaligned work. The immediate need is to create a foundational set of rules and expectations that all team members consciously agree to follow. This tool should be proactive, collaborative, and focused on defining how the team will work together, not on generating ideas or assessing external risks.

Correct Option:

B. Team agreement
A team agreement (or team charter) is a foundational tool specifically designed to create alignment on how a team will operate. It is a collaboratively created document that outlines working norms, communication protocols, decision-making processes, and shared goals.

For a new team, this establishes a "social contract" that prevents misunderstandings. It directly addresses the concern that their work will suffer by creating a shared framework for collaboration, ensuring everyone is on the same page from the start.

Incorrect Options:

A. Brainstorm
Brainstorming is an ideation technique used to generate a wide variety of creative ideas for solving a problem. It does not address the core issue of team alignment, processes, or interpersonal norms.

Using brainstorming without first establishing alignment through a team agreement could actually exacerbate misalignment, as team members may have conflicting approaches to the brainstorming process itself.

C. Consequence Scanning workshop
A Consequence Scanning workshop is a strategic tool used to proactively identify the potential negative impacts and ethical risks of a product or initiative on its users and society. It is externally focused.

It is not designed for internal team alignment. The team's concern is about their own internal working dynamics, not the ethical consequences of their output for end-users.

Reference:
Trailhead: Build a Team Agreement

This official Salesforce module explains the purpose and process of creating a team agreement, highlighting its role in setting ground rules, defining success, and getting teams aligned from the very beginning.

Summary:
Creating an accessible digital experience is not a feature that can be added at the end of a project; it is a fundamental quality that must be woven into every stage. For Cloud Kicks to genuinely meet its commitment, accessibility must be a continuous consideration from initial strategy and design through to development, testing, and launch.

Correct Option:

A. Accessibility needs to be integrated throughout the entire project lifecycle:
This is the correct and only effective approach. Integrating accessibility means:

Strategy & Design: Considering diverse user needs during research, using accessible color contrast in designs, and ensuring logical information structure. Development: Building components with semantic HTML and ARIA labels.

Testing: Conducting audits with automated tools and users with disabilities. This proactive integration is far more effective and cost-efficient than retrofitting accessibility later.

Incorrect Option:

B. Integrated accessibility evaluation methodologies are not helpful in this context:
This statement is false. Integrated methodologies, such as including accessibility checkpoints in design reviews and code quality gates, are essential for catching issues early and are highly recommended by all accessibility guidelines.

C. Adequate accessibility measures make usability testing redundant:
This is incorrect. Accessibility and usability are complementary but distinct. Accessibility ensures people with disabilities can use the product, while usability testing measures how effectively and satisfactorily all users can complete tasks. You need both to ensure a good experience for everyone.

Reference:

Salesforce Trailhead, "Accessibility Basics": This module emphasizes that "accessibility is a process, not a one-time task" and must be considered at every stage of the development lifecycle. It advocates for building accessibility in from the start, which aligns perfectly with the principle of integrating it throughout the entire project.

Summary:
When business units have conflicting requirements, the core issue is a lack of an objective, shared framework for decision-making. The strategy needs a methodology that moves the conversation from subjective opinions to an objective evaluation based on agreed-upon business criteria. This allows the team to visually see which requirements deliver the most value relative to the effort or cost, facilitating a data-driven consensus.

Correct Option:

C. Prioritization Matrix:
This is the correct methodology. A prioritization matrix (such as a Value vs. Effort matrix) provides a structured, transparent way to evaluate all proposed requirements against a common set of criteria (e.g., business value, user impact, cost, strategic alignment). By scoring each requirement, the team can visually see which ones are the highest priority. This depersonalizes the conflict and creates a rational basis for making trade-off decisions that all parties can agree to.

Incorrect Option:

A. Journey Mapping:
A journey map is excellent for building empathy and understanding the user's experience across touchpoints. However, it is a descriptive tool, not a decision-making tool. It can help identify user pain points that become requirements, but it does not provide a mechanism for resolving conflicts between competing business unit demands.

B. SWOT Analysis:
A SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is a high-level strategic planning tool used to assess a project or company's position. It is too broad and strategic to resolve specific, tactical conflicts over feature-level requirements for a mobile app.

Reference:
Salesforce Trailhead, "Create a Roadmap": This module covers techniques for prioritizing initiatives. It emphasizes using objective criteria and visual tools like a prioritization matrix to align stakeholders and make strategic decisions about what to build first, which is precisely what is needed to resolve conflicts over requirements.

Explanation:

Why B is Correct:
The "Jobs To Be Done" (JTBD) framework is a tool for understanding the fundamental needs and motivations of a user. It focuses on the why behind a user's actions—the "job" they are "hiring" a product or service to do. In the Design Thinking process, this deep understanding of the user's core problems and needs is synthesized and articulated during the Define phase. The goal of the Define phase is to create a clear, actionable problem statement based on the insights gathered in the Empathize phase. A JTBD statement (e.g., "Help me feel recognized for my loyalty so I continue to choose this brand over others") is a powerful outcome of this phase that frames the problem in a human-centered way and guides the subsequent ideation.

Why A is Incorrect:
The Prototype phase is about creating inexpensive, scaled-down versions of the product or specific features found within it to investigate the ideas generated in the Ideate phase. It is a solutioning activity, not a problem-definition activity like JTBD.

Why C is Incorrect:
The Deploy phase (often also called "Test" in many Design Thinking models) is about releasing the finished product to market and gathering feedback. This is the final stage of the cycle, far removed from the initial problem definition work where JTBD is used.

Reference:
This question tests your knowledge of the Design Thinking phases and the appropriate use of the Jobs To Be Done framework.
Empathize: Conduct research to understand user needs and behaviors.
Define: Synthesize research findings to define the core problem. This is where Jobs To Be Done are created.
Ideate: Brainstorm a wide range of potential solutions.
Prototype: Build tangible representations of ideas.
Test/Deploy: Validate solutions with users and release them.

Reference:
This aligns with the teachings of the Trailhead Module: "Create a Platform Strategy" and the Salesforce Innovation Lifecycle, which emphasizes defining the problem from the user's perspective using frameworks like JTBD before generating solutions. The JTBD theory is a well-established practice in product strategy and human-centered design.