Executive-Level Blockchain Strategy from a C-Suite Perspective BBLC Practice Questions (Page 6)

Questions 26–30

1. 26application · medium

   A cross-border payment company is implementing a blockchain to settle transactions in real-time. The company operates in jurisdictions with differing anti-money laundering (AML) requirements. The C-suite must oversee compliance. Which action should the executive team take?

   • AEnsure the blockchain design includes configurable AML checks that can be tailored to each jurisdiction's requirements.
   • BImplement a single global AML policy that is the strictest among all jurisdictions.
   • COutsource all AML compliance to a third-party vendor without internal oversight.
   • DRely on the blockchain's immutability to automatically satisfy all AML requirements.
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2. 27application · medium

   A global supply chain company is deploying a blockchain to track goods across multiple countries. The legal team warns that data privacy laws differ by jurisdiction. The CEO asks how to oversee regulatory compliance. What should the CEO do?

   • AEstablish a compliance working group with legal, regional leads, and IT, and require regular risk assessments and escalation to the executive committee.
   • BLimit the blockchain to non-personal data only, eliminating the need for privacy compliance.
   • CUse a single global privacy standard that overrides local laws to simplify operations.
   • DDelegate all compliance decisions to the legal team and only review the final report.
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4. 28expert · hard

   A company's CEO is considering using blockchain to create a customer loyalty program that differentiates the brand. The marketing team wants to launch quickly, but the finance team is concerned about the cost of tokenizing rewards. The CEO must decide how to leverage blockchain for competitive positioning. What is the most balanced approach?

   • ALaunch a pilot loyalty program with a limited customer segment, using a simple token model, and measure customer engagement and retention before scaling.
   • BLaunch a full-scale tokenized loyalty program immediately to beat competitors to market.
   • CDelay the initiative until a competitor launches a blockchain loyalty program, then copy it.
   • DUse a traditional loyalty program with a blockchain marketing label to avoid costs.
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5. 29application · medium

   A large healthcare provider is planning to adopt blockchain for interoperable patient records. The executive sponsor wants to ensure that the adoption roadmap gains buy-in from clinicians, IT, and external partner hospitals. Which approach should the executive sponsor prioritize in the early stages of the roadmap?

   • AEstablish a cross-functional governance council with representation from clinical, IT, legal, and partner organizations to guide the initiative from the start.
   • BFocus exclusively on technical milestones and delegate all communication to the IT department.
   • CLaunch a full-scale production deployment immediately to demonstrate commitment and momentum.
   • DWait until a regulatory mandate forces the adoption before committing resources.
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6. 30expert · hard

   A financial services firm is evaluating a blockchain solution for know-your-customer (KYC) data sharing among partner institutions. The solution promises reduced onboarding costs but introduces data privacy risks. The C-suite must decide whether to proceed. Which decision framework best balances risk and ROI?

   • AReject the initiative because any data sharing introduces unacceptable privacy risks.
   • BProceed immediately because the projected cost savings are significant and competitors are adopting similar solutions.
   • CConduct a pilot with a limited set of partners, incorporating privacy-enhancing technologies and a clear data governance framework.
   • DDefer the decision until regulators provide clear guidance on blockchain-based KYC sharing.
   Reveal Solution Discussion Select an answer first