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NEW QUESTION # 12
Hard Research generally consists of two areas, namely Technology Research & Development and Intellectual Property Research.
Select one correct answer from the list:
- A. Scientific Discovery and Engineering Design
- B. Technology Research & Development and Intellectual Property Research
- C. Psychology Research & Development and Real Property Research
- D. Theoretical Science and Journal Publication
Answer: B
Explanation:
GInI'sCInP Handbookdefines "Hard Research" as technical, innovation-focused investigation, comprising
"Technology Research & Development" (exploring new tech applications) and "Intellectual Property Research" (assessing patents, IP opportunities). These areas support innovation by advancing capabilities and protecting assets, aligning with GInI's emphasis on tangible outcomes. Option A, "Theoretical Science and Journal Publication," is academic, not applied. Option B, "Scientific Discovery and Engineering Design," is broader and less specific to GInI's focus. Option D, "Psychology R&D and Real Property Research," is unrelated-psychology might inform behavior, but real property is off-topic. Option C matches GInI's exact terminology, aligning with the original answer, reflecting a practical, business-oriented approach to leveraging technology and IP for competitive advantage-a strategic pillar of GInI's innovation ecosystem.
Reference:GInICInP Handbook, Section on Hard Research Categories.
NEW QUESTION # 13
In the long run, what is more expensive than innovating?
Select one correct answer from the list:
- A. Marketing too many brands
- B. Not controlling your costs
- C. Issuing stockholder dividends that are too large
- D. Not innovating
Answer: D
Explanation:
Identical to Q85 (repeated in original), GInI'sCInP Handbookemphasizes that "not innovating" incurs greater long-term costs than innovating-lost opportunities, declining market position, and eventual irrelevance outweigh innovation's upfront investment. Firms that stagnate face existential risks, as GInI illustrates with examples like Blockbuster versus Netflix. "Not controlling costs" (A) risks profitability but isn't strategic.
"Large dividends" (B) is tactical, not existential. "Too many brands" (D) is a misstep, not a fatal flaw. Option C aligns with GInI's stance, matching the original answer, reinforcing innovation as a necessity, not an option-a GInI principle validated by competitive dynamics.
NEW QUESTION # 14
As an Innovation Project Leader, the Innovation Manager would generally function as both a steadfast and reliable Leader, a situation that demands a very specific set of skills.
Select one correct answer from the list:
- A. Lone Wolf / Pack
- B. Steadfast / reliable
- C. Internal / External
- D. Team / Project
Answer: B
Explanation:
GInI'sCertified Innovation Professional (CInP) Handbookoutlines the Innovation Manager's role as a Project Leader, emphasizing attributes like being "steadfast" (resolute, consistent in vision) and "reliable" (dependable in execution). These traits ensure the leader maintains direction amid uncertainty and delivers on commitments, critical for managing innovation's inherent risks. The question focuses on personal qualities, not structural roles (unlike Q70). "Lone Wolf / Pack" (A) contrasts independence with collaboration, not GInI' s focus here. "Team / Project" (C) describes scope, not traits. "Internal / External" (D) fits Q70's role duality, not this attribute pair. The original answer (B) is correct here (unlike Q70's error), aligning with GInI's leadership profile-steadfastness drives persistence, reliability builds trust, forming a skillset for navigating complex projects. This reflects GInI's emphasis on character-driven leadership, rooted in real-world demands for credibility and stability in innovation management.
NEW QUESTION # 15
To be productive, an Innovation Management System must have an effective Assimilation Process. That process will involve three activities, namely challenging, accumulating, and aggregating.
Select one correct answer from the list:
- A. Challenging, accumulating, and aggregating
- B. Mocking, choosing, and lumping
- C. Asking, gathering, and sorting
- D. Provoking, picking, and clustering
Answer: A
Explanation:
GInI'sCertified Innovation Professional (CInP) Handbookoutlines the Assimilation Process within the Innovation Management System (InMS) as a critical mechanism for processing ideas into actionable inputs.
This involves three specific activities: "challenging" (questioning assumptions or viability of ideas),
"accumulating" (collecting and compiling ideas from various sources), and "aggregating" (grouping or synthesizing them into coherent categories or themes). These steps ensure the system filters and organizes raw creativity effectively, aligning with Stage 1 (The Innovation Funnel) and beyond. "Mocking, choosing, lumping" (A) is dismissive and imprecise. "Asking, gathering, sorting" (B) is close but lacks GInI's emphasis on critical challenge. "Provoking, picking, clustering" (D) shifts tone and misses accumulation's breadth.
Option C matches GInI's exact terminology, aligning with the original answer, reflecting a structured, analytical approach to idea intake-a foundational GInI process for productivity and rigor in innovation management.
Reference:GInICInP Handbook, Section on InMS Assimilation Process.
NEW QUESTION # 16
Many brainstorming sessions start with quiet time for individual brainwriting.
Select one correct answer from the list:
- A. Sketching
- B. Reflection
- C. Brainwriting
- D. Problem review
Answer: C
Explanation:
GInI'sCInP Handbookdescribes brainwriting as a common brainstorming technique where participants begin with quiet, individual idea generation-writing down thoughts before group discussion. This method, often called "silent brainstorming," ensures diverse input, reduces groupthink, and builds a foundation for collective ideation. The question's phrasing-"quiet time for individual brainwriting"-explicitly points to this practice.
Option A, "problem review," is preparatory, not generative. Option C, "sketching," might occur but isn't the standard term. Option D, "reflection," is introspective, not idea-producing. Option B aligns with GInI's methodology, where brainwriting kickstarts creativity systematically. The original answer (B) is correct, supported by GInI's emphasis on structured, inclusive ideation techniques that maximize participation and output.
Reference:GInICInP Handbook, Section on Brainstorming Techniques.
NEW QUESTION # 17
Innovation Tournaments are internal competitions where teams of peers work together to identify a new opportunity for the business, develop a relatively complete and well-thought-out business plan for it, and then pitch it to an internal venture board, generally in order to get funding for taking the concept further, understanding that concepts which prove strong enough may ultimately make their way all theway through to final implementation, thereby providing an excellent method for surfacing and funding non-core, and potentially breakthrough or disruptive, business innovations.
Select one correct answer from the list:
- A. Innovation Jams
- B. Business Plan Competitions
- C. Hackathons
- D. Innovation Tournaments
Answer: D
Explanation:
GInI defines "Innovation Tournaments" as structured internal competitions aimed at identifying and developing new business opportunities, often involving pitches to a venture board for funding. This aligns with the question's description of teams creating business plans and competing for resources to advance potentially disruptive innovations. "Hackathons" (A) typically focus on rapid prototyping, often in tech contexts, not necessarily business plans. "Business Plan Competitions" (B) is a close contender but is a more generic term not specifically tied to GInI's innovation framework. "Innovation Jams" (C) refer to collaborative ideation sessions, not competitive tournaments. Thus, "Innovation Tournaments" (D) is the precise GInI term.
NEW QUESTION # 18
Rewards generally involve either cash prizes or high-value material prizes.
Select one correct answer from the list:
- A. promotions / salary raises
- B. letters of appreciation / certificates of accomplishment
- C. cash prizes / high-value material prizes
- D. new cars / vacation homes
Answer: C
Explanation:
GInI's framework for innovation engagement includes rewards as a reinforcement mechanism, typically categorized as tangible incentives like "cash prizes" or "high-value material prizes." These are highlighted in theCInP Handbookas effective motivators for participation. "Promotions / salary raises" (B) and "letters of appreciation / certificates of accomplishment" (C) might be used in some contexts, but GInI specifies tangible rewards as the primary focus. "New cars / vacation homes" (D) is an exaggerated distractor not aligned with standard practice. The question's phrasing confirms A as the intended answer.
NEW QUESTION # 19
IP Law Firms are often retained to undertake IP Research for firms, for which they tend to employ
________________ for conducting most of the work.
Select one correct answer from the list
- A. Law School Interns
- B. Registered Patent Agents
- C. Licensed Patent Attorneys
- D. Certified Patent Analysts
Answer: B
NEW QUESTION # 20
Breakthrough Innovation is characterized by completely new offerings within existing categories that substantially raise the bar on the value or experience delivered.
Select one correct answer from the list:
- A. Substantially raise the bar on the level of competitiveness they offer
- B. Substantially increase the brand value associated with them
- C. Substantially lowers the cost of doing business
- D. Substantially raise the bar on the value or experience delivered
Answer: D
Explanation:
GInI'sCInP Handbookdefines Breakthrough Innovation as novel offerings within existing categories (e.g., a revolutionary smartphone) that "substantially raise the bar on the value or experience delivered"-e.g., superior functionality or usability-setting new standards. "Brand value" (A) is a byproduct, not the focus.
"Competitiveness" (B) results but isn't GInI's definition. "Lowers cost" (C) aligns with process innovation, not breakthrough's emphasis. Option D matches GInI's exact phrasing, aligning with the original answer, reflecting a transformative, customer-facing impact-a GInI criterion distinguishing breakthrough from incremental innovation.
Reference:GInICInP Handbook, Section on Breakthrough Innovation Characteristics.
NEW QUESTION # 21
A cardinal rule for Project Leaders leading their teams in needfinding is to never pursue innovation for the sake of being innovative. Why is this?
Select one correct answer from the list:
- A. Without a clear understanding of the deeper market need involved, it usually just results in another "me too" offering
- B. It may raise different stakeholders' expectations too high beyond what the business can safely deliver
- C. They must also combine the innovation with effective marketing if they really want to look innovative
- D. Because being innovative is now looked down upon by most customers
Answer: A
NEW QUESTION # 22
Innovation Tournaments are internal competitions where teams of peers work together to identify a new opportunity for the business, develop a relatively complete and well-thought-out business plan for it, and then pitch it to an internal venture board, generally in order to get funding for taking the concept further, understanding that concepts which prove strong enough may ultimately make their way all the way through to final implementation, thereby providing an excellent method for surfacing and funding non-core, and potentially breakthrough or disruptive, business innovations.
Select one correct answer from the list:
- A. Innovation Jams
- B. Business Plan Competitions
- C. Hackathons
- D. Innovation Tournaments
Answer: D
Explanation:
GInI defines "Innovation Tournaments" as structured internal competitions aimed at identifying and developing new business opportunities, often involving pitches to a venture board for funding. This aligns with the question's description of teams creating business plans and competing for resources to advance potentially disruptive innovations. "Hackathons" (A) typically focus on rapid prototyping, often in tech contexts, not necessarily business plans. "Business Plan Competitions" (B) is a close contender but is a more generic term not specifically tied to GInI's innovation framework. "Innovation Jams" (C) refer to collaborative ideation sessions, not competitive tournaments. Thus, "Innovation Tournaments" (D) is the precise GInI term.
Reference:GInICInP Handbook, Section on Engagement Mechanisms.
NEW QUESTION # 23
Market Scouting is used to search out and find new markets where a business can do what?
Select one correct answer from the list
- A. Sway people to buy its brand.
- B. go in and dominate the market.
- C. spread itself out so as to play things safe.
- D. Apply its existing technology and offerings.
Answer: D
NEW QUESTION # 24
Build to Compare is one of the 12 Purposes of Prototyping in which we build prototypes to undertake comparative benchmarking between proposed new solutions and existing solutions, so that we can figure out how to solve our customer's problem better.
Select one correct answer from the list:
- A. Build to Empathize
- B. Build to Compare
- C. Build to Decide
- D. Build to Learn
Answer: B
Explanation:
GInI'sCInP Handbookincludes "Build to Compare" among the 12 Purposes of Prototyping, where teams create prototypes to benchmark new solutions against existing ones-e.g., comparing usability or value-to identify improvements. This evaluative purpose, often in the Test phase, ensures the innovation outperforms alternatives, directly addressing customer problems. "Build to Empathize" (A) focuses on understanding, not comparison. "Build to Decide" (B) chooses between options, not benchmarks. "Build to Learn" (C) explores feasibility, not competitive positioning. Option D matches GInI's exact purpose, aligning with the original answer, reflecting a strategic, customer-centric use of prototyping-a GInI tactic for differentiation.
Reference:GInICInP Handbook, Section on 12 Purposes of Prototyping.
NEW QUESTION # 25
The fourth step for projects in the Mid Zone is for teams to develop a sound business case for the opportunity.
This is important because it will be used for the business' highly-critical decision on whether or not to make the major investment required to continue moving the project forward toward development and commercialization.
Select one correct answer from the list:
- A. Market this new innovation at such a level that no one can ignore it
- B. Continue moving the project forward toward development and commercialization
- C. Pivot the entire business around this new innovation
- D. Build a new facility to produce this new innovation
Answer: B
Explanation:
GInI'sCInP Handbookoutlines the Mid Zone's fourth step as the creation of a "sound business case," a detailed document that justifies advancing an innovation project into the Back End-where development and commercialization occur. This step is critical because it precedes a go/no-go decision gate, determining if the business will invest heavily in bringing the innovation to market. The business case must include financial models (e.g., cost-benefit analysis), strategic rationale (e.g., market demand), and risk assessments, providing a holistic view to secure approval. Option A, "market this new innovation," is a Back End activity, not the decision's focus. Option B, "build a new facility," is a specific operational choice post-approval, not the general intent. Option D, "pivot the entire business," is an extreme strategic shift far beyond most project scopes. Option C directly matches GInI's description, emphasizing progression to development and commercialization as the next logical step after Mid Zone validation. The original answer (C) is correct, reflecting GInI's phased approach where the business case bridges the Mid Zone's conceptual work to the Back End's execution. This process ensures alignment with organizational goals and prevents premature overcommitment, a principle grounded in GInI's risk-mitigation philosophy.
NEW QUESTION # 26
Engagement is what speeds up a business' innovation program and connects it with the people who give it life.
Select one correct answer from the list:
- A. orients
- B. governs
- C. speeds up
- D. democratizes
Answer: D
Explanation:
Engagement in the context of a business innovation program refers to the process of involving and connecting people-employees, stakeholders, and sometimes external contributors-to the innovation efforts. According to GInI'sCertified Innovation Professional (CInP) Handbook, engagement is not merely about accelerating processes (speeding up) but about broadening participation and making innovation a shared endeavor across the organization. The term "democratizes" aligns with this philosophy, as it implies opening up the innovation process to a wider audience, empowering individuals at all levels to contribute ideas and energy. This fosters a culture where innovation thrives through collective involvement rather than being dictated or governed by a select few. "Speeds up" (A) might be a byproduct, but it is not the core essence of engagement as defined by GInI. "Orients" (C) and "governs" (D) suggest direction or control, which are less about connecting people and more about structure-thus not fitting the intent of the question.
Reference:GInICInP Handbook, Section on Innovation Engagement Mechanisms.
NEW QUESTION # 27
_____________ people make for good Innovation Team members because they love to constantly experience new people, places, and things.
Select one correct answer from the list
- A. Highly experiential
- B. Inherently brilliant
- C. Lonely
- D. Very secure
Answer: A
NEW QUESTION # 28
As an Innovation Professional, the present and emerging market needs you identify represent what for you personally?
Select one correct answer from the list:
- A. Threats to your job that you must steer clear of
- B. Opportunities to appear innovative to the rest of your organization
- C. Major risks you should help the organization suppress
- D. Opportunities to define and develop new innovations
Answer: D
Explanation:
GInI'sCInP Handbookpositions Innovation Professionals as proactive agents who leverage market needs- current and emerging-as "opportunities to define and develop new innovations." This reflects their role in the Front End, where identifying needs sparks the creation of valuable solutions, driving personal and organizational growth. Option A, "major risks," frames needs negatively, counter to GInI's opportunity- focused mindset. Option B, "opportunities to appear innovative," prioritizes perception over substance, which GInI rejects. Option C, "threats to your job," misaligns with the professional's proactive stance. Option D matches GInI's emphasis on needfinding as a catalyst for innovation, empowering professionals to shape the future. The original answer (D) is correct, rooted in GInI's view that market insights are the lifeblood of an innovator's work, turning observations into actionable breakthroughs.
NEW QUESTION # 29
In a good Innovation Team, all of the members will have what?
Select one correct answer from the list
- A. Skin in the game - a commitment to the team's purpose.
- B. A clear sense of their own priorities.
- C. A willingness to go to work each day and do their job.
- D. A desire to have lots of fun.
Answer: A
NEW QUESTION # 30
Evaluation and Selection often happens at two or more levels. The second level is generally run by executives from across the business.
Select one correct answer from the list:
- A. Qualitative analysts
- B. Executives
- C. Innovation Managers
- D. Various volunteers
Answer: B
Explanation:
GInI'sCInP Handbookdescribes the Evaluation and Selection process in InMS Stage 3 as multi-tiered, with increasing authority at higher levels. The "second level" typically involves "executives" from across the business-senior leaders with strategic oversight-who review recommendations from initial teams (e.g., first- level evaluators) to make go/no-go decisions on project conversion. This reflects GInI's governance model, ensuring alignment with organizational goals and resource allocation. "Qualitative analysts" (A) are specialists, not decision-makers. "Innovation Managers" (B) lead programs, not necessarily the second tier.
"Various volunteers" (D) lack authority and structure. Option C aligns with GInI's framework, matching the original answer, embodying a hierarchical, executive-driven filter-a GInI mechanism for balancing creativity with business pragmatism.
Reference:GInICInP Handbook, Section on InMS Stage 3 Evaluation Levels.
NEW QUESTION # 31
The title "Intrapreneur" first appeared in a 1978 paper by Gifford and Elizabeth Pinchot, who defined an Intrapreneur as dreamers who do.
Select one correct answer from the list:
- A. Tinkerers who believe
- B. Winners who dream
- C. Dreamers who do
- D. Creatives who act
Answer: C
Explanation:
GInI'sCInP Handbookacknowledges the origin of "Intrapreneur" from Gifford and Elizabeth Pinchot's 1978 paper, "Intra-Corporate Entrepreneurship," where they coined it as "dreamers who do"-individuals within organizations who envision innovative possibilities (dream) and execute them (do). This duality captures the intrapreneur's role as both visionary and pragmatic, driving change inside established structures. "Tinkerers who believe" (A) suggests experimentation without action focus. "Winners who dream" (B) implies success without execution. "Creatives who act" (C) is close but lacks the Pinchot's specific "dreamer" nuance. Option D matches GInI's historical citation, aligning with the original answer, reflecting a legacy term GInI adopts to describe internal innovators-a blend of aspiration and agency central to its innovation culture ethos.
NEW QUESTION # 32
The fifth step for projects in the Front End is for teams to work toward defining an optimal solution to the problem at hand, using different Innovation Methods. Their job is to consider and test many different solution concepts, and ultimately select the concept with the highest probability of being the optimal and ideal solution for the situation.
Select one correct answer from the list:
- A. The concept with the highest probability of being the optimal and ideal solution for the situation
- B. The concept with the least amount of risk associated with it
- C. The concept with the highest likelihood of being popular among customers
- D. The concept with the greatest financial return to the business
Answer: A
Explanation:
GInI'sCInP Handbookdetails the Front End's fifth step as synthesizing and selecting an "optimal solution" using Innovation Methods (e.g., prototyping, testing). Teams evaluate multiple concepts to choose the one with the "highest probability of being the optimal and ideal solution"-balancing customer fit, feasibility, and value, not just popularity (A), profit (B), or risk (D). This reflects GInI's focus on holistic optimality in the Front End, before Mid Zone financials dominate. Option C matches GInI's wording, aligning with the original answer, embodying a rigorous, solution-centric approach-a GInI strategy for maximizing impact over narrow metrics.
NEW QUESTION # 33
To be productive, an Innovation Management System must have an effective Assimilation Process. That process will involve three activities, namely challenging, accumulating, and aggregating.
Select one correct answer from the list:
- A. Challenging, accumulating, and aggregating
- B. Mocking, choosing, and lumping
- C. Asking, gathering, and sorting
- D. Provoking, picking, and clustering
Answer: A
Explanation:
GInI'sCertified Innovation Professional (CInP) Handbookoutlines the Assimilation Process within the Innovation Management System (InMS) as a critical mechanism for processing ideas into actionable inputs.
This involves three specific activities: "challenging" (questioning assumptions or viability ofideas),
"accumulating" (collecting and compiling ideas from various sources), and "aggregating" (grouping or synthesizing them into coherent categories or themes). These steps ensure the system filters and organizes raw creativity effectively, aligning with Stage 1 (The Innovation Funnel) and beyond. "Mocking, choosing, lumping" (A) is dismissive and imprecise. "Asking, gathering, sorting" (B) is close but lacks GInI's emphasis on critical challenge. "Provoking, picking, clustering" (D) shifts tone and misses accumulation's breadth.
Option C matches GInI's exact terminology, aligning with the original answer, reflecting a structured, analytical approach to idea intake-a foundational GInI process for productivity and rigor in innovation management.
NEW QUESTION # 34
Because "The Maverick" likes to challenge the status quo, being that they are driven and hungry for doing new things, they are usually best suited for which phase of innovation work?
Select one correct answer from the list:
- A. The Mid Zone
- B. All phases
- C. The Back End
- D. The Front End
Answer: D
Explanation:
GInI'sCInP Handbookprofiles "The Maverick" as an innovator archetype who thrives on disruption and questioning norms, making them ideal for the Front End of Innovation. This phase involves needfinding, ideation, and exploration-areas where Mavericks' hunger for novelty and boundary-pushing excels. The Mid Zone (A) focuses on validation and business casing, requiring more structure than Mavericks typically prefer.
The Back End (B) emphasizes execution, which suits detail-oriented planners, not disruptors. "All phases" (C) dilutes the Maverick's specific fit, as their strengths are less relevant later. D matches GInI's archetype mapping, confirming the original answer.
NEW QUESTION # 35
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