Strategic Planning for Enterprise Blockchain Adoption BBLC Practice Questions (Page 4)

Questions 16–20

1. 16expert · hard

   A consortium of banks is launching a blockchain-based trade finance platform. The project is behind schedule and over budget. The technical team wants to add more features, while the business sponsors are concerned about the lack of measurable ROI. Which risk mitigation strategy is most appropriate at this point?

   • AIncrease the budget to allow the team to complete all planned features.
   • BFreeze the scope to the minimum viable product, define clear KPIs, and set a deadline for a pilot with a small group of users.
   • CCancel the project immediately to avoid further losses.
   • DAdd the requested features to satisfy the technical team and avoid demotivation.
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2. 17expert · hard

   A pharmaceutical company is implementing a blockchain to track clinical trial data. The compliance team wants to measure the ROI, but the benefits are mostly qualitative, such as improved data integrity and faster regulatory approval. The CFO insists on a quantitative ROI. Which approach best reconciles these conflicting demands?

   • ARefuse to proceed until a purely quantitative ROI can be calculated.
   • BFocus only on the qualitative benefits and present them to the CFO as sufficient justification.
   • CUse the cost of the blockchain platform as the sole ROI metric.
   • DDevelop a balanced scorecard that includes quantitative proxies (e.g., reduction in audit days) alongside qualitative benefits.
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4. 18application · medium

   A government agency is implementing a blockchain-based land registry. The agency has identified several stakeholder groups: citizens, notaries, banks, and internal IT staff. Which stakeholder group is most likely to resist the adoption, and what is the primary concern to address?

   • AInternal IT staff, because they will need to maintain the blockchain.
   • BNotaries, because the system may reduce their role in verifying property transfers.
   • CCitizens, because they will need to learn to use the new system.
   • DBanks, because they will have to pay transaction fees.
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5. 19expert · hard

   A multinational bank is designing a permissioned blockchain for cross-border payments. The bank must comply with data protection regulations that require personal data to remain in the country of origin. The network will span multiple jurisdictions. Which governance and architecture combination best satisfies this requirement while maintaining the benefits of a shared ledger?

   • AUse a single centralized database located in the bank's headquarters to simplify compliance.
   • BUse a consortium blockchain with nodes in each jurisdiction and implement smart contract rules that restrict data access based on the data's country of origin.
   • CUse a private blockchain owned by the bank and allow all nodes to access all data for efficiency.
   • DUse a public blockchain and rely on encryption to protect personal data.
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6. 20application · medium

   A large retail bank is developing a strategic roadmap for blockchain. The first initiative is a cross-border payment pilot with two partner banks. The second initiative, planned for the following year, is a full-scale trade finance platform. The bank's CTO wants to sequence these initiatives to maximize learning and minimize risk. Which approach best aligns with a phased strategic roadmap?

   • ALaunch the trade finance platform first because it has a larger potential ROI, and defer the payment pilot indefinitely.
   • BRun both initiatives simultaneously in a 'big bang' approach to achieve synergies and speed to market.
   • COutsource the entire roadmap to a single vendor to avoid internal capability building and deliver both projects at once.
   • DStart with the cross-border payment pilot to validate the technology and consortium governance model, then use those learnings to inform the trade finance platform design.
   Reveal Solution Discussion Select an answer first