Free PeopleCert ITIL-4-DITS Practice Exam with Questions & Answers

Consumers will be able to access advice and request prescriptions quickly at all times without attending a medical facility is the best value proposition for the healthcare user market to include in the strategy. It describes how the online access to healthcare services will benefit the consumers by meeting their needs and expectations, creating value and convenience for them, and differentiating the service from the competition. References: ITIL 4 Leader: Digital and IT Strategy, page 12-13

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When entering a new market with unique regulatory requirements, the best strategic approach is to developnew business and operating modelstailored to those constraints. ITIL 4 Leader: Digital & IT Strategy recommends adapting strategy through market-focused operating model redesigns that meet regulatory, cultural, and technological needs. Simply scaling existing resources (A), making product changes without addressing business practices (C), or partially adapting the old model (D) won’t fully align with stringent regulatory conditions.

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This scenario describes a risk attitude where the organization knowingly accepts a high level of risk in pursuit of potential gains. According to the ITIL 4 Leader: Digital & IT Strategy guidance, arisk-seekingattitude is characterized by a willingness to pursue opportunities that have uncertain outcomes and potentially high rewards, even when there is a significant chance of failure or negative impact. This is contrasted with risk-averse (avoiding risk), risk-tolerant (accepting risk but not seeking it), and risk-neutral (indifferent to risk levels). Here, launching new but unreliable technology despite known concerns fits a risk-seeking approach.

Lagging metrics report what has been achieved by measuring the outcomes or results of past actions or activities. They are easy to measure but difficult to influence. They are useful for evaluating performance and validating hypotheses. Leading metrics predict what is likely to happen in the future by measuring the inputs or drivers of future outcomes or results. They are difficult to measure but easy to influence. They are useful for forecasting and influencing performance. References: ITIL 4 Leader: Digital and IT Strategy, page 83-84

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This scenario represents aresource-based advantage: the organization leverages proprietary, non-replicable internal resources—both technical and organizational—that deliver sustained competitive advantage. According to the ITIL sample rationales, resource-based advantages are defined as "organizations rely on … resources that other organizations do not… valuable, rare, non-replicable, durable, and organization-specific"

Looking at the potential of new tools to meet customer needs is a leadership skill that relates to having a digital mindset. It shows curiosity, openness, and willingness to explore and adopt new technologies that can enhance customer value and experience. It also demonstrates a customer-centric and innovative approach to digital transformation. References: ITIL 4 Leader: Digital and IT Strategy, page 25-26

Switching to funding teams and value streams is the best way to change their funding model to support their objective of developing and deploying solutions rapidly in response to constantly changing market needs. Funding teams and value streams means allocating budgets based on the value delivered by cross-functional teams working on end-to-end processes that create value for customers. This can help increase agility, flexibility, collaboration, and innovation. References: ITIL 4 Leader: Digital and IT Strategy, page 50-51

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Adigital businessis defined in ITIL 4 as one that uses digital technology at the core of its operations and strategic decisions. It doesn’t just use technology to support business—it conducts business via digital means. Option D best captures this definition. Options A and B describe technical capabilities (information systems, digitization). Option C refers to operational technology.

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In a business case,opportunity costrefers to the value of the best alternative that is foregone when a particular investment is chosen. ITIL 4 states that assessing opportunity cost helps decision-makers understand the trade-offs involved in choosing one path over another. Therefore, option D—describing the value that would be generated if a different investment were made—is the correct approach to addressing opportunity cost in the business case.

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This scenario reflects asynergisticmodel, where a new channel (third-party sales) is expected to complement and enhance the existing channel (direct website sales) through brand visibility and increased reach. According to ITIL 4, a “synergism” model is used when multiple channels reinforce each other, resulting in net-positive effects across the ecosystem. Cannibalism (A) would imply internal competition and reduced performance. Erosion (B) implies declining value. Concurrence (C) involves operating parallel models without direct beneficial interaction.