Summary:
The scenario involves highly sensitive personal health data and a plan to monetize it, which presents significant ethical, legal (like HIPAA/GDPR), and reputational risks. The strategy designer's role is to proactively guide leadership to identify and mitigate these potential harms before making investments or plans. The approach must be a structured, forward-looking exercise in risk assessment, not just gathering opinions or benchmarking.

Correct Option:

B. Facilitate a Consequence Scanning workshop before proceeding with any further investment.
Consequence Scanning is a specific, structured workshop designed to proactively identify the potential negative impacts, unintended consequences, and ethical risks of a new initiative before it is built.

This method forces the leadership team to systematically consider the implications of monetizing patient data from the patient's perspective, the company's legal standing, and its brand reputation. It is the most responsible and comprehensive first step to ensure ethical considerations are built into the strategy's foundation.

Incorrect Options:

A. Perform user research to understand their level of comfort with data being shared for monetization.
While gathering patient input is important, it is not a substitute for the company's own ethical and legal due diligence. Patients may not fully understand the implications of their data being monetized.

Relying on "comfort levels" is risky; the company has a fiduciary and ethical duty to protect this data beyond what users might casually agree to. This approach outsources an ethical decision to the very people who may be harmed.

C. Research similar healthcare organizations about how they are monetizing patient data.
This is benchmarking, not ethical counseling. Just because other companies are doing something does not make it ethically sound or legally compliant for this startup. This approach could lead to following practices that may later be deemed unethical or illegal. The strategy designer should counsel leadership to define their own ethical standards, not simply follow others.

Reference:
The Consequence Scanning Event Guide (from the UK Government)

While not a Salesforce link, this is a recognized industry practice for ethical design. Salesforce's own ethical AI principles align with this proactive, "what could go wrong?" methodology. The strategy designer's duty is to recommend this kind of foundational ethical practice.

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:
The team needs to justify a significant investment by demonstrating how the new ecommerce tool will create, deliver, and capture value for the business. The tool must provide a holistic view of the strategic rationale, connecting customer value propositions to revenue streams and cost structures. This high-level business case is essential for securing executive approval and funding for a major strategic initiative.

Correct Option:

A. Business model canvas
The Business Model Canvas is a strategic tool that provides a one-page, visual overview of the entire business case for the new tool. It outlines key partners, activities, resources, value propositions, customer relationships, channels, customer segments, cost structure, and revenue streams.

By filling out the canvas, the team can clearly articulate how the personalized recommendation bot (value proposition) will attract customers (customer segments) and directly lead to increased sales and revenue (revenue streams), thereby justifying the significant implementation costs (cost structure).

Incorrect Options:

B. Criteria scorecard
A criteria scorecard is used to evaluate and compare multiple different ideas or options against a standardized set of criteria (e.g., cost, feasibility, impact). It is a prioritization and evaluation tool.

Since the team is focused on justifying a single, specific strategy (the new ecommerce tool), a scorecard is less effective than a tool that builds the comprehensive business case for that one initiative.

C. Prioritization matrix
A prioritization matrix (like an Impact/Effort matrix) is used to rank a list of potential projects or features to decide what to work on next. It helps choose between competing options.

This tool is excellent for deciding if this project should be done over others, but it does not provide the deep, holistic justification needed to secure a significant budget for a single, large project. It lacks the comprehensive business rationale of a Business Model Canvas.

Reference:
Strategyzer: The Business Model Canvas

This is the official source for the Business Model Canvas framework. It explains how the canvas is used to describe, analyze, and design business models, making it the ideal tool to justify a new revenue-generating strategy.

Summary:
The primary goal is to design for the broadest possible audience to increase diversity in customer acquisition. This requires a scalable methodology that starts with understanding specific needs and then systematically expands the solution's applicability. The tactic must proactively build inclusivity into the design process itself, rather than relying on point-in-time feedback or general empathy-building.

Correct Option:

A. Solve for one, extend to many through a persona spectrum.
This inclusive design principle involves deeply understanding the needs of one person with a specific, permanent disability or at the edge of a spectrum of need. The solutions designed for this extreme user often reveal insights that lead to innovations benefiting a much wider, more diverse audience.

For example, designing for someone with one arm can lead to a versatile, one-handed navigation system that is also useful for someone holding a baby or carrying groceries. This method systematically ensures the solution is adaptable and inclusive by design, directly serving the goal of reaching the broadest audience.

Incorrect Options:

B. Use Jobs to Be Done to increase empathy with the audience.
While Jobs to Be Done (JTBD) is an excellent framework for understanding the fundamental goals and motivations that drive customer behavior, it is a general-purpose discovery tool, not a specific inclusive design tactic.

JTBD focuses on the "job" a customer is trying to get done, which can increase empathy but does not inherently guide designers to consider the full spectrum of human permanence, situational, or temporary abilities in the way "Solve for one, extend to many" does.

C. Hold focus groups with traditionally underrepresented participants.
This is a reactive and limited form of research. While including diverse voices is crucial, focus groups gather opinions and self-reported data, which can be biased. They occur too late in the process to fundamentally shape the design philosophy.

This tactic checks a box for representation but does not provide the deep, contextual insight or the scalable methodological framework needed to "solve for the broadest possible audience" from the outset.

Reference:
Inclusive Design Principles from Microsoft

Explanation:

An impact ladder is a strategic tool used to connect short-term actions with long-term goals by mapping out incremental steps and their cumulative impact. It helps visualize how immediate efforts (e.g., analyzing emissions and integrating data-driven insights into logistics planning) contribute to achieving a broader objective, such as Cloud Kicks becoming a net-zero company. The impact ladder aligns short-term initiatives with measurable progress toward the ultimate goal, ensuring each step builds on the previous one and provides clarity on how tactical actions drive long-term impact.

Why not B. Project plan?
A project plan is a detailed roadmap for executing a specific project, outlining tasks, timelines, resources, and deliverables. While useful for managing the implementation of individual steps (e.g., analyzing emissions), it focuses on operational details rather than explicitly connecting short-term efforts to long-term strategic goals like net-zero. It lacks the strategic alignment and impact focus of an impact ladder.
Why not C. Service blueprint?
A service blueprint is a design thinking tool used to map out the customer journey, internal processes, and touchpoints for delivering a service. It is primarily focused on improving user experiences and operational efficiency in service delivery, not on aligning incremental steps toward a long-term sustainability goal like net-zero emissions.

Reference:
Salesforce’s Trailhead modules on “Strategy Design for Sustainability” and “Design Thinking” discuss tools like impact ladders (or similar frameworks) for aligning short-term actions with long-term goals, especially in contexts like sustainability and corporate social responsibility.
General strategy frameworks, such as those from McKinsey or BCG, emphasize tools like impact ladders or goal cascades to ensure tactical initiatives contribute to strategic outcomes, particularly in sustainability strategies.