Strategic Planning for Enterprise Blockchain Adoption BBLC Practice Questions (Page 6)

Questions 26–30

1. 26application · medium

   A large enterprise is planning a multi-year blockchain transformation. The leadership team wants to ensure that each phase delivers tangible business value and that lessons learned are incorporated into subsequent phases. Which roadmap approach best supports this goal?

   • AFocus only on the technical milestones and ignore business KPIs until the final phase.
   • BOutsource the entire roadmap to a vendor to ensure expertise.
   • CUse an agile, milestone-based roadmap with defined KPIs for each phase and a review gate before proceeding.
   • DCreate a detailed 5-year plan and execute it without deviation to avoid scope creep.
   Reveal Solution Discussion Select an answer first
2. 27application · medium

   A retail bank wants to adopt blockchain to streamline cross-border payments. The executive sponsor insists on showing quick wins to the board, but the IT team warns that full integration with core banking systems will take 18 months. Which roadmap approach best balances the need for early value with the long-term integration effort?

   • ADelay all activity until the core banking integration is fully completed to avoid rework.
   • BRun the blockchain in parallel with existing systems indefinitely without any integration.
   • CImmediately replace the core banking system with the blockchain platform to accelerate deployment.
   • DLaunch a pilot with a small group of correspondent banks using a limited set of corridors, then expand after validating the business case.
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4. 28application · medium

   A global shipping company is planning a blockchain-based trade documentation platform involving customs brokers, port authorities, and its own internal legal and IT teams. During stakeholder analysis, the legal team expresses concern about data privacy regulations, while the IT team worries about integration with legacy systems. What is the most effective way to align these stakeholders and secure their buy-in?

   • AEngage both teams early in the design phase to co-develop the governance model and integration architecture.
   • BProceed with a pilot and present the results to the teams after the technology is proven.
   • CSelect a public blockchain to avoid the need for internal governance and integration planning.
   • DReassign the legal and IT teams to other projects to avoid delays in the blockchain initiative.
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5. 29application · medium

   A logistics company has implemented a blockchain-based system to track high-value cargo. The system has reduced insurance claim processing time from 30 days to 5 days. The CFO wants to measure the ROI of the initiative. Which metric best captures the financial value of this specific improvement?

   • AThe reduction in working capital locked in claims reserves and the associated cost of capital savings.
   • BThe increase in customer satisfaction scores as measured by a post-claim survey.
   • CThe total number of transactions recorded on the blockchain since launch.
   • DThe number of manual data entry errors that were prevented by the system.
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6. 30expert · hard

   A national trade association is building a blockchain platform for its member companies to share logistics data. The association has a small internal IT team that is skilled in web development but has no blockchain expertise. The members have varying levels of technical maturity. The association's board wants to launch the platform within 12 months to maintain relevance, but they have a limited budget and cannot afford a large in-house team. Which resource and capability plan best balances the need for speed, cost control, and long-term sustainability?

   • APartner with a blockchain platform vendor to build and operate the core network, while the association's IT team focuses on developing the member-facing applications and APIs.
   • BAdopt a 'low-code' blockchain platform that requires no coding, and have the existing IT team configure it entirely on their own.
   • CHire a team of senior blockchain architects and developers to build a custom, proprietary platform from scratch.
   • DDefer the project until the association can afford to build a fully in-house capability, even if it means missing the 12-month launch window.
   Reveal Solution Discussion Select an answer first