Blockchain Roadmap and Organizational Alignment BBLC Practice Questions (Page 9)

Questions 41–45

1. 41foundation · easy

   How should compliance requirements be incorporated into a blockchain roadmap?

   • AAs an afterthought once the system is built
   • BOnly if the organization is in a regulated industry
   • COnly during the final audit
   • DAs a continuous consideration throughout each phase of the roadmap
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2. 42expert · hard

   A company has a limited budget for a blockchain pilot. The pilot must demonstrate value to secure additional funding for full deployment. The team has proposed two options: a small-scale pilot with limited functionality, or a larger pilot that covers more use cases but exceeds the budget. What should the project manager recommend?

   • AA pilot that delays KPI measurement until after the pilot is complete.
   • BA small-scale pilot that fits the budget and focuses on a single high-value use case with clear KPIs.
   • CA larger pilot that covers more use cases, even if it requires additional funding.
   • DA pilot that focuses on technical feasibility rather than business value.
   Reveal Solution Discussion Select an answer first
4. 43expert · hard

   A multinational corporation is planning a blockchain supply chain solution. The European division requires strict GDPR compliance, the Asian division has different data-sharing norms, and the North American division is focused on speed to market. The CEO wants a single global rollout. What is the most effective way to align these regional stakeholders?

   • ACreate a global governance framework that sets common principles but allows regional adaptations for compliance and cultural differences.
   • BPrioritize the North American division's speed-to-market and defer compliance discussions.
   • CAdopt the strictest compliance standard (GDPR) for all regions to simplify the rollout.
   • DLet each region implement its own solution independently, with no global coordination.
   Reveal Solution Discussion Select an answer first
5. 44application · medium

   A mid-sized insurance company is considering blockchain for automated claims processing. The company has a strong IT department but a risk-averse culture, and middle managers are concerned about losing decision-making authority. You are conducting a readiness assessment. What finding would most likely indicate that the organization is NOT ready for blockchain adoption?

   • AThe company has a clear executive sponsor and a dedicated innovation budget.
   • BMiddle managers are unwilling to share data across departments and resist changes to established workflows.
   • CThe IT department has experience with cloud-based systems and modern APIs.
   • DThe claims process is currently manual but well-documented.
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6. 45expert · hard

   A traditional bank is introducing a blockchain-based trade finance platform. The relationship managers are used to manual processes and are skeptical about the new system. The bank's culture is risk-averse, and the leadership is cautious. What change management approach is most likely to succeed?

   • ADelay the rollout until the entire system is perfect and all risks are eliminated.
   • BFocus training only on the technical aspects of the platform, without addressing business benefits.
   • CRun a pilot with a small group of relationship managers, gather their feedback, and use their success stories to build broader support.
   • DMandate immediate adoption across all branches to achieve consistency.
   Reveal Solution Discussion Select an answer first