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[General] Associate CInP Level Exam | CInP Latest Exam Fee

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【General】 Associate CInP Level Exam | CInP Latest Exam Fee

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GInI Certified Innovation Professional (CInP) Sample Questions (Q85-Q90):NEW QUESTION # 85
An Innovation Team's story must convey a true sense of purpose in resolving their challenge, and must relate that to something that truly matters at a fundamentally human level, not just at a business level.
Select one correct answer from the list:
  • A. A true sense of purpose
  • B. A true sense of pride
  • C. A sense of wonder
  • D. A sense of ownership
Answer: A
Explanation:
GInI'sCInP Handbookstresses that an Innovation Team's narrative must go beyond business metrics (e.g., profit, efficiency) to connect with stakeholders on a human level-addressing needs, emotions, or societal impact. This requires "a true sense of purpose," which ties the team's challenge to a meaningful "why" that resonates deeply, such as improving lives or solving pressing problems. Option B, "a sense of ownership," is team-centric and lacks the broader human connection GInI seeks. Option C, "a true sense of pride," reflects an outcome, not the driving force. Option D, "a sense of wonder," is inspirational but too vague for GInI's focus on purpose-driven innovation. Option A aligns with GInI's storytelling framework, where purpose links the challenge to human significance, enhancing stakeholder buy-in. The original answer (A) is correct, reflecting GInI's holistic approach that elevates innovation beyond mere business objectives to create lasting impact, a principle rooted in Design Thinking influences within GInI's methodology.

NEW QUESTION # 86
Throughout Stage 4 of the GInI InMS, the organization will have many opportunities for feedback loops, where their learnings help them to either reinforce, redirect, or kill each project.
Select one correct answer from the list:
  • A. Reimagine, renew, or accelerate
  • B. Reinstate, refocus, or ignore
  • C. Remove, restore, or monitor
  • D. Reinforce, redirect, or kill
Answer: D
Explanation:
GInI'sCInP Handbookdescribes InMS Stage 4 (project development) as iterative, with "feedback loops"from experiments or stakeholder input allowing teams to "reinforce" (strengthen viable aspects), "redirect" (pivot based on new insights), or "kill" (terminate unfeasible projects). This adaptive approach minimizes waste and maximizes value, aligning with GInI's fail-fast philosophy. "Reimagine, renew, accelerate" (B) is aspirational but not GInI's terms. "Reinstate, refocus, ignore" (C) lacks the termination option. "Remove, restore, monitor" (D) is passive, not proactive. Option A matches GInI's exact wording, aligning with the original answer, reflecting a dynamic, responsive process-a GInI strength in managing innovation uncertainty.

NEW QUESTION # 87
The second step for projects in the Front End is for the team to engage in further exploration and discovery work. This is aimed at gaining additional insights into both the problem space and the solution space they are dealing with.
Select one correct answer from the list:
  • A. Engage in crowdsourcing to uncover external insights
  • B. Engage in further study of the business' capabilities
  • C. Engage in further ideation and design work
  • D. Engage in further exploration and discovery work
Answer: D
Explanation:
GInI'sCInP Handbookoutlines the Front End with iterative steps, where the second is "further exploration and discovery work" to deepen understanding of the "problem space" (needs, context) and "solution space" (potential approaches). This builds on initial needfinding, using research or observation to refine insights before ideation. "Further ideation and design work" (A) is premature (third step). "Crowdsourcing" (B) is a specific tactic, not the broad process. "Study of business capabilities" (C) is internal, not problem/solution- focused. Option D matches GInI's exact description, aligning with the original answer, reflecting a disciplined, insight-gathering phase-a GInI method ensuring robust foundations for innovation.

NEW QUESTION # 88
In the Mid Zone of an innovation project, being able to develop a compelling business case for an opportunity with an accurate financial and strategic picture of it is important because such business cases get used by businesses for what?
Select one correct answer from the list:
  • A. Their go/no-go decision gating-whether or not to move forward with executing the project
  • B. Their proceed/pivot decision gating-whether or not to believe the data the team is presenting
  • C. Their strategic priority decision making-whether to continue investing in innovation or not
  • D. Their operational decision making-whether to launch the new innovation in one market versus a different one
Answer: A
Explanation:
In GInI's Innovation Management System (InMS), as detailed in theCertified Innovation Professional (CInP) Handbook, the Mid Zone is a critical phase where concepts are refined, validated, and prepared for execution.
A key deliverable in this phase is the development of a compelling business case, which includes financial projections (e.g., ROI, cost estimates) and strategic alignment (e.g., market fit, competitive advantage). This business case is pivotal for the business's "go/no-go decision gating," a formal process where leadership decides whether to greenlight the project for the Back End (development and commercialization) or terminate it to avoid resource waste. GInI emphasizes that this gate is a make-or-break moment, relying on the business case's accuracy and persuasiveness to justify investment. Option A, "strategic priority decision making," is broader and pertains to the overall innovation program, not a specific project's fate. Option B, "proceed/pivot decision gating," misrepresents the focus; it's not about data belief but about project viability. Option C,
"operational decision making," applies to Back End choices like market selection, not Mid Zone gating. The original answer (D) aligns perfectly with GInI's Mid Zone framework, where the business case drives the go
/no-go decision, ensuring only viable projects advance. This reflects GInI's structured approach to resource allocation and risk management, rooted in real-world business practices where executives need clear justification before committing significant capital.
Reference:GInICInP Handbook, Section on Mid Zone Processes and Decision Gating.

NEW QUESTION # 89
Innovation is an acquirable mentality and skillset.
Select one correct answer from the list:
  • A. in-born
  • B. acquirable
  • C. extremely rare
  • D. extremely common
Answer: B
Explanation:
GInI's foundational philosophy, as articulated in theCInP Handbook, posits that innovation is not an innate trait but a "mentality and skillset" that can be learned and developed through practice, training, and exposure to structured methods. Option A, "in-born," contradicts this by suggesting it's genetic. Option B, "extremely common," overstates its prevalence without training. Option C, "extremely rare," undermines GInI's mission to democratize innovation skills. D, "acquirable," reflects GInI's belief in teachability, aligning with the question's statement and the original answer. This is a core tenet of the CInP certification itself.
Reference:GInICInP Handbook, Introduction to Innovation Competencies.

NEW QUESTION # 90
......
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