CInP練習試験テスト最新問題2026年08月 [Q149-Q167]

CInP練習試験テスト最新問題2026年08月

CInP試験を一発合格保証問題集！

質問 # 149
A group's collective brainstorming work should be ______ as this tends to bring the ideas to life in a way that words never can." Select one correct answer from the list:

A. clearly articulated
B. profusely described
C. very colorful
D. highly visual

正解：D

質問 # 150
The title "Intrapreneur" first appeared in a 1978 paper by Gifford and Elizabeth Pinchot, who defined an Intrapreneur as dreamers who do.
Select one correct answer from the list:

A. Tinkerers who believe
B. Winners who dream
C. Dreamers who do
D. Creatives who act

正解：C

解説：
GInI'sCInP Handbookacknowledges the origin of "Intrapreneur" from Gifford and Elizabeth Pinchot's 1978 paper, "Intra-Corporate Entrepreneurship," where they coined it as "dreamers who do"-individuals within organizations who envision innovative possibilities (dream) and execute them (do). This duality captures the intrapreneur's role as both visionary and pragmatic, driving change inside established structures. "Tinkerers who believe" (A) suggests experimentation without action focus. "Winners who dream" (B) implies success without execution. "Creatives who act" (C) is close but lacks the Pinchot's specific "dreamer" nuance. Option D matches GInI's historical citation, aligning with the original answer, reflecting a legacy term GInI adopts to describe internal innovators-a blend of aspiration and agency central to its innovation culture ethos.

質問 # 151
In Stage 5 of the GInI InMS, the purpose of a Pilot is to provide a final grand opportunity for commercial validation of the concept, allowing the business to develop greater confidence that its hypothesis and solution were both valid, and thus the offering will be capable of scaling to its full expected potential.
Select one correct answer from the list:

A. Its postulates and concepts were both valid, and thus the offering will realize substantial media buzz
B. Its theories and ideas were both valid, and thus the offering will be liked by its customers
C. Its hypothesis and solution were both valid, and thus the offering will be capable of scaling to its full expected potential
D. Its problem statement and solution statement were both valid, and thus the offering will be better than its competitors' offerings

正解：C

解説：
GInI's CInP Handbook defines InMS Stage 5's Pilot as a Back End test to validate commercial viability- confirming the " hypothesis " (problem/need) and " solution " (offering) hold in a real-world context. Success builds confidence for " scaling to full expected potential, " ensuring the innovation delivers as planned. " Problem/solution statement " (A) is close but less precise than GInI's " hypothesis/solution. " " Postulates
/concepts " (B) and " media buzz " are vague and off-focus. " Theories/ideas " (C) and " liked by customers " lack scaling emphasis. Option D matches GInI's exact phrasing, aligning with the original answer, reflecting a rigorous, scalability-focused validation-a GInI capstone for execution readiness.
Reference: GInI CInP Handbook , Section on InMS Stage 5 Pilot Purpose.

質問 # 152
In the fourth step of the GInI Breakthrough Innovation Method-Synthesis & Capture-teams will generate as many new value models as makes sense for the situation. They can then use preliminary filtering to select the most promising models to move forward with.
Select one correct answer from the list:

A. Select new models to move forward with that will ensure they are as good as their competitors
B. Eliminate all but the most certain-to-be-approved models
C. Select the most promising models to move forward with
D. Select the most technologically-exciting models to move forward with

正解：C

解説：
The CInP Handbook clarifies that in " Synthesis & Capture, " teams generate multiple concepts (not necessarily " value models " as the question states-likely a typo for " solution concepts " ) and apply " preliminary filtering " to identify the " most promising " ones for further development. GInI defines " promising " as having high potential for value creation, feasibility, and alignment with the context, not just technological appeal (A), competitive parity (B), or certainty (D). Option A prioritizes excitement over viability, which GInI avoids. Option B focuses on benchmarking, not innovation's goal of differentiation.
Option D, " most certain-to-be-approved, " is overly conservative, clashing with GInI's risk-tolerant Front End ethos. Option C reflects GInI's balanced approach-filtering for promise, not perfection-consistent with the original answer. Despite the question's " value models " error, the intent aligns with solution filtering, a critical step to refine ideas without prematurely narrowing scope, embodying GInI's iterative refinement process.
Reference: GInI CInP Handbook , Section on Breakthrough Innovation Method, Step 4: Synthesis & Capture.

質問 # 153
Evaluation and Selection often happens at two or more levels. The second level is generally run by executives from across the business.
Select one correct answer from the list:

A. Innovation Managers
B. Various volunteers
C. Executives
D. Qualitative analysts

正解：C

解説：
GInI'sCInP Handbookdescribes the Evaluation and Selection process in InMS Stage 3 as multi-tiered, with increasing authority at higher levels. The "second level" typically involves "executives" from across the business-senior leaders with strategic oversight-who review recommendations from initial teams (e.g., first- level evaluators) to make go/no-go decisions on project conversion. This reflects GInI's governance model, ensuring alignment with organizational goals and resource allocation. "Qualitative analysts" (A) are specialists, not decision-makers. "Innovation Managers" (B) lead programs, not necessarily the second tier.
"Various volunteers" (D) lack authority and structure. Option C aligns with GInI's framework, matching the original answer, embodying a hierarchical, executive-driven filter-a GInI mechanism for balancing creativity with business pragmatism.
Reference:GInICInP Handbook, Section on InMS Stage 3 Evaluation Levels.

質問 # 154
As an Innovation Professional contributing to a program of sustained innovation output in your business, you are constantly feeding what?
Select one correct answer from the list

A. The business' competitive intelligence.
B. The business' bottom line.
C. The business' Sales Pipeline.
D. The business' Innovation Pipeline.

正解：D

質問 # 155
Because "The Researcher" has a propensity to research all the possible go-to-market strategies and evaluate the supporting intelligence around those, they are usually best suited for which phase of innovation work?
Select one correct answer from the list:

A. The Mid Zone
B. All phases
C. The Back End
D. The Front End

正解：A

解説：
GInI'sCertified Innovation Professional (CInP) Handbookidentifies "The Researcher" as an archetype within its innovation team framework, characterized by a strong inclination toward deep analysis, data collection, and evaluation of strategic options. The question highlights their focus on researching "go-to-market strategies" and "supporting intelligence," which aligns directly with the Mid Zone of GInI's three-phase innovation process (Front End, Mid Zone, Back End). The Mid Zone, as detailed in the handbook, is where teams validate concepts, develop business cases, and assess market entry strategies-tasks requiring the Researcher's analytical prowess to sift through data, evaluate feasibility, and refine plans (e.g., market sizing, competitive analysis). The Front End (D) focuses on needfinding and ideation, where creativity trumps research depth. The Back End (B) shifts to execution (production, launch), leveraging planning over analysis.
"All phases" (C) dilutes the Researcher's specific fit, as their skills peak in the Mid Zone's structured validation. GInI's archetype mapping positions the Researcher here for their ability to bridge exploration to execution with evidence-based insights. The original answer (A) is correct, reflecting GInI's deliberate phase- specific role alignment-a nuanced design ensuring each archetype maximizes impact within the innovation lifecycle.

質問 # 156
Stage 2 of the GInI InMS is focused on what?

A. Capturing and accumulating new ideas.
B. Selecting new ideas to convert into projects.
C. Helping the organization feel innovative.
D. Evaluating new ideas for their merit.

正解：A

解説：
Stage 2 of the GInI Innovation Management System focuses on capturing and accumulating new ideas. This is the stage where the organization collects innovation inputs generated through engagement mechanisms, challenges, employee participation, open innovation, research, and other sources. The purpose is to build a pool of potential ideas and opportunities that can later be evaluated. Option C, selecting ideas to convert into projects, belongs to later selection or initiation activity. Option D, evaluating ideas for merit, is also later because evaluation requires criteria, review groups, and selection mechanisms. Option B is not a serious innovation-management activity; making the organization "feel innovative" is superficial and does not describe the function of an innovation system. Stage 2 is about ensuring that ideas do not disappear informally but are captured into a managed system. The correct answer is A because idea capture and accumulation are the essential foundation for later evaluation and project conversion.

質問 # 157
In order to gain insights from the research we undertake and the observations we make, we have to distill down all of that information to figure out what the information is trying to tell us.
Select one correct answer from the list:

A. Figure out what the information is trying to tell us
B. Figure out why the pieces of information do not match one another
C. Determine what other information we need
D. Have far less information

正解：A

解説：
GInI's CInP Handbook emphasizes that research and observation in the Front End (e.g., needfinding) generate raw data that must be distilled to extract meaning- " figure out what the information is trying to tell us. " This involves synthesizing patterns, needs, or opportunities, a core skill for innovators to translate data into actionable insights. Option B, " why pieces don't match, " focuses on discrepancies, not the broader goal.
Option C, " have far less information, " misinterprets distillation as reduction, not understanding. Option D, " what other information we need, " is a follow-up, not the primary aim. Option A aligns with GInI's insight- driven approach, matching the original answer, reflecting a Design Thinking-inspired process where meaning precedes action, critical for effective innovation.
Reference: GInI CInP Handbook , Section on Research and Insight Generation.

質問 # 158
In running a Pilot associated with Stage 5 of the GInI InMS, the scale of the pilot, and the level of maturity of the offering, will often be a function of what?

A. The eagerness of the Innovation Team driving the project.
B. The dictates of the business' executive management team.
C. The breadth and depth of the business' portfolio of offerings, as well as how many different brands it has.
D. The size and age of the business, the industry it is in, and what high-value brands it does or does not own that it needs to protect.

正解：D

解説：
The correct answer is B. The size and age of the business, the industry it is in, and what high-value brands it does or does not own that it needs to protect. In Stage 5 of the GInI Innovation Management System, pilots are used to test an innovation in a controlled way before broader rollout. The design of the pilot is not arbitrary. Its scale and the maturity of the offering being tested are shaped by the organization's risk context and operating environment.
A larger or more established business may need a more carefully controlled pilot because the stakes are higher, internal complexity is greater, and reputational exposure can be more significant. Industry context also matters. Highly regulated or brand-sensitive industries often require more mature offerings and more disciplined pilot execution before market exposure is increased. Where a company owns valuable brands, it must protect those assets by managing risk, customer experience, and market perception during the pilot stage.
The other options are less suitable because pilot design should not be driven mainly by enthusiasm, portfolio size alone, or executive preference. It should be shaped by business context, risk, and brand protection requirements.

質問 # 159
Several very large businesses have in recent years turned to running campaigns on crowdfunding sites- platforms traditionally reserved for entrepreneurs trying to raise funding to launch modest businesses. The main reason these large businesses use such platforms is that it allows them to market-test some of their more radical innovations by seeing how much attention, excitement, and buzz they generate on these sites.
Select one correct answer from the list:

A. Give their brand " street cred " for being truly innovative
B. Generate extra revenue on the side to augment their main sources of revenue
C. Market-test some of their more radical innovations by seeing how much attention, excitement, and buzz they generate on these sites
D. Gain extensive free marketing for their radical new innovations

正解：C

解説：
GInI recognizes crowdfunding as a tool for large businesses to engage in Open Innovation, particularly to validate radical ideas. The CInP Handbook notes that these campaigns allow companies to gauge market interest and excitement-key indicators of potential success-before full investment. " Street cred " (B) and " free marketing " (C) might be secondary benefits, but the primary purpose is market testing. " Extra revenue " (D) is not the focus, as the goal is validation, not profit at this stage. A aligns with GInI's explanation.
Reference: GInI CInP Handbook , Section on Open Innovation Practices.

質問 # 160
In the GInI Innovation Management System, the concept of "Innovation Velocity" refers to the speed at which a business can move an idea from initial conception through to market launch. What is the primary factor that Program Leaders must optimize to enhance Innovation Velocity across all phases of the innovation process?
Select one correct answer from the list:

A. Rapid prototyping to test ideas quickly and refine them iteratively
B. Executive sponsorship to secure top-down support and remove roadblocks
C. Cross-functional collaboration to reduce silos and accelerate decision-making
D. Resource allocation to ensure adequate funding and staffing

正解：C

解説：
Comprehensive and Detailed Explanation: The concept of "Innovation Velocity" is implicitly embedded in GInI'sCertified Innovation Professional (CInP) Handbookas the pace at which an organization progresses from idea generation (Front End) through validation (Mid Zone) to commercialization (Back End). While not always explicitly termed "Innovation Velocity" in GInI documentation, the handbook emphasizes speed and efficiency as critical to competitive innovation, particularly in the context of the Innovation Management System (InMS). Program Leaders, tasked with overseeing the entire innovation program, must optimize factors that streamline this journey across all phases-Front End (exploration), Mid Zone (validation), and Back End (execution).
The primary factor GInI highlights for enhancing this velocity is "cross-functional collaboration." The handbook repeatedly underscores the need to break down organizational silos-barriers between departments like R&D, marketing, and operations-that slow decision-making, misalign priorities, and delay handoffs.
Effective collaboration ensures seamless integration of efforts: in the Front End, diverse inputs fuel richer ideation; in the Mid Zone, aligned teams validate business cases faster; in the Back End, coordinated execution accelerates launch. GInI cites examples like cross-functional teams in Innovation Tournaments or project handoffs (e.g., Q26), where misalignment can kill projects. By fostering collaboration-through mechanisms like regular syncs, shared goals, or co-located teams-Program Leaders reduce bottlenecks, enhance communication, and maintain momentum, directly impacting velocity across the entire process.
Option A, "resource allocation," is crucial-adequate funding and staffing support velocity-but GInI views it as a foundational enabler, not the primary driver. Without collaboration, resources can be misdirected or wasted in siloed efforts. Option C, "rapid prototyping," is a powerful Front End and Mid Zone tactic (e.g., Design Thinking's Prototype/Test steps), accelerating iteration within phases, but it's not the overarching factor across all phases-Back End execution relies less on prototyping and more on operational flow. Option D, "executive sponsorship," provides critical support (e.g., clearing roadblocks, as in Stage 3 decisions), but GInI positions it as a secondary lever; sponsors enable, while collaboration executes. GInI's systemic approach prioritizes collaboration as the linchpin-tying together people, processes, and phases-making Option B the correct answer.

質問 # 161
Design Thinking forces us to "think like a designer" in that it has us constantly in search of better insights.
Select one correct answer from the list:

A. More creative ideas
B. Design solutions
C. New patterns
D. Better insights

正解：D

解説：
GInI'sCInP Handbookframes Design Thinking as a mindset and process where "thinking like a designer" means relentlessly pursuing "better insights"-deeper understandings of users, needs, and contexts. This drives empathy (e.g., observing users), defines problems accurately, and informs solutions, distinguishing it from jumping to ideas (A), solutions (B), or patterns (D). Insights are the fuel for the five-step process (Empathize, Define, Ideate, Prototype, Test), starting with user understanding. Option A, "creative ideas," is an output, not the focus. Option B, "design solutions," is premature-insights precede solutions. Option D,
"new patterns," is a byproduct, not the core. Option C matches GInI's emphasis, aligning with the original answer, reflecting a disciplined, insight-first approach that anchors GInI's human-centered innovation philosophy.
Reference:GInICInP Handbook, Section on Design Thinking Principles.

質問 # 162
Stage 3 of the GInI InMS is focused on evaluating and selecting new ideas for conversion into Innovation Projects.
Select one correct answer from the list:

A. Helping the organization feel innovative
B. Evaluating and selecting new ideas for conversion into Innovation Projects
C. Capturing and accumulating new ideas
D. Focusing the organization's ideation efforts

正解：B

解説：
GInI'sCInP Handbookdefines Stage 3 of the Innovation Management System (InMS) as the evaluation and selection phase, where ideas from the Funnel (Stage 1) and refinement (Stage 2) are assessed for merit and chosen to become "Innovation Projects." This involves criteria like feasibility, value, and alignment, transitioning concepts into structured efforts. "Capturing and accumulating" (A) is Stage 1. "Focusing ideation efforts" (B) is Stage 2. "Helping the organization feel innovative" (D) is an outcome, not a focus. Option C matches GInI's description, aligning with the original answer, embodying a rigorous, decision-making process that filters creativity into actionable innovation-a critical GInI gatekeeping function.

質問 # 163
The third step for projects in the Mid Zone is for teams to craft a winning Go-To-Market Strategy. This strategy addresses when, where, how, and by whom the offering will be _____ so that it is able to optimally connect with a particular market and that market's need.

A. sponsored, promoted, endorsed, and otherwise marketed
B. manufactured, assembled, inspected, and approved
C. made, advertised, listed, and shipped
D. produced, marketed, sold, and distributed

正解：D

解説：
The correct answer is C. produced, marketed, sold, and distributed. In innovation management frameworks discussed in Global Innovation Institute topics, the Go-To-Market Strategy is a critical activity within the Mid Zone of the innovation process. Once an innovation concept has been validated and a strong business case has been developed, the team must determine how the offering will successfully reach its intended market.
A Go-To-Market Strategy defines the practical approach for introducing an innovation to customers. It addresses important operational and strategic questions such as when the product will launch, where it will be available, how it will be positioned and marketed, and who within the organization or partner network will be responsible for delivering it to customers.
This planning includes determining how the product will be produced, how marketing efforts will communicate the value proposition, how sales channels will sell the offering, and how distribution systems will deliver it to the market. By clearly defining these elements, the innovation team ensures that the offering connects effectively with the target market and meets customer needs in a coordinated and commercially viable way.

質問 # 164
Stage 3 of the GInI InMS is focused on evaluating and selecting new ideas for conversion into Innovation Projects.
Select one correct answer from the list:

A. Helping the organization feel innovative
B. Evaluating and selecting new ideas for conversion into Innovation Projects
C. Capturing and accumulating new ideas
D. Focusing the organization's ideation efforts

正解：B

質問 # 165
When finished with a particular brainstorming session, a group would typically cluster the resulting ideas and concepts using Affinity Analysis.
Select one correct answer from the list:

A. Cluster
B. Evaluate
C. Rank
D. Critique

正解：A

解説：
GInI'sCInP Handbookexplains that post-brainstorming, teams use Affinity Analysis (or affinity diagramming) to organize ideas by grouping them into clusters based on common themes or patterns. This step, often visualized with sticky notes, helps synthesize the session's output into manageable categories for further exploration. The question's use of "cluster" ties directly to this process. Option B, "critique," implies judgment, not organization. Option C, "evaluate," suggests assessment, which follows clustering. Option D,
"rank," is a later prioritization step. Option A matches GInI's sequence-clustering precedes evaluation- ensuring ideas are structured before judged. The original answer (A) is correct, reflecting GInI's methodical approach to managing brainstorming outcomes, a practice that balances creativity with analysis.

質問 # 166
Organizations should be aware that in the Evaluation process of Stage 3 of the GInI InMS, the confidence level around certain metrics can be low given how far out in time they are from the present, and thus a certain amount of subjectivity and judgment will be inherent in the process.
Select one correct answer from the list:

A. Mostly unknowns
B. Guessing
C. A certain amount of optimistic speculation
D. A certain amount of subjectivity and judgment

正解：D

解説：
GInI'sCInP Handbooknotes that in InMS Stage 3, evaluating ideas involves metrics (e.g., ROI, market size) projected into the future, where data may be incomplete. This introduces "a certain amount of subjectivity and judgment"-informed estimates by experts-balancing hard data with experience. "Guessing" (A) implies randomness, against GInI's rigor. "Mostly unknowns" (B) overstates uncertainty. "Optimistic speculation" (D) suggests bias, not judgment. Option C aligns with GInI's acknowledgment of human interpretation in early-stage decisions, matching the original answer, reflecting a pragmatic blend of science and art in GInI's evaluation-a realistic approach to innovation's ambiguity.

質問 # 167
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