SOLVED

1The Diamond-E model is a framework for a.financial assessment b.market evaluation c.product decisions d.strategic analysis 2Three key components of the Diamond-E model are a.product/market focus, corporate goals, and strategy b.organization, strategy, and environment c.financial resources, management preferences, and the product/market focus d.corporate goals, internal strengths, and external threats 3A viable strategy needs to be aligned with the a.financial resources of the firm b.organization’s internal capabilities c.priorities of the shareholders d.organization’s current market position 4Opportunities for the organization are found in its a.financial statements b.external environment c.internal capabilities d.the value chain activities 5The underlying logic of the Diamond-E model is consistency, meaning the  a.financial resources of the firm are matched with the priorities of the shareholders b.strategy is in keeping with the priorities of suppliers c.strategy is consistent with the internal and external environment d.financial resources of the firm are matched with its strengths 6Environmental risks typically arise because the a.management misread the situation or failed to adapt to changing circumstances b.organization was incapable of responding to the situation or its response was inadequate c.management took too long to respond to the situation d.organization lacked the required resources to respond to the situation 7Environmental risks typically arise from inconsistencies between a.strategy and the sustainability of the organization b.the financial resources of the organization and its strengths c.strategy and external opportunities and challenges d.the financial resources of the organization and its technology assets 8Capability risks typically arise from inconsistencies between a.strategy and the sustainability of the organization b.the financial resources of the organization and its strengths c.strategy and internal competencies of the organization d.the financial resources of the organization and its culture 9When evaluating a strategic proposal, an important consideration is the implications for the organization’s a.employees b.suppliers c.contractors d.current strategy 10The strategy-environment linkage aligns a.strategy with the regulatory environment in which the organization operates b.strategic opportunities and challenges with external forces c.strategy with the financial environment of the organization d.strategic opportunities and challenges with the internal environment