Level 3 exam — Business Management

Exam — toughened questions

14 questions: demanding recall (20%) + scenario application (50%) + dilemma arbitration (30%).
Answer everything, then click Check: each explanation re-teaches the concept.
Indicative threshold: ≥ 80%.

3.1 · Discrimination

1. Salim posts "Becoming the reference in Algiers" (vision), "Confident customers" (mission), "Reliability" (value). A team member mixes everything up. Which restatement is correct?

Vision = how we act, mission = where we go, values = why we exist All three are interchangeable, what matters is having a poster on the wall Vision = where we go, mission = why we exist, values = how we act every day Mission = revenue target, vision = annual budget, values = house rules

Vision = where, mission = why, values = how. Confusing them makes direction unusable.

3.1 · Application

2. The team says "vision is for top management". Salim, a field manager, what works?

Translates the vision into a team direction ("clear answer within 24h") + weekly ritual with a real example Waits for top management to define everything, a manager cannot act on direction Prints 5 new values to motivate without changing any practice Recites the slogan in meetings without illustrating it or applying it to decisions

People commit to translated, lived direction (direction + behaviors + ritual), not to a slogan.

3.2 · Discrimination

3. Salim classifies: "experienced team", "double entry", "WhatsApp requested", "competitor in 2h". Correct SWOT sorting?

Everything is a weakness: everything must be fixed at the same time Competitor in 2h = internal weakness; double entry = external threat Urgent / important: handle the urgent first, the rest will wait Strengths/weaknesses = internal (team / double entry); opportunities/threats = external (WhatsApp / competitor)

Internal = controllable, external = imposed. Swapping the boxes distorts every direction.

3.2 · Exclusion

4. Salim's SWOT is filled in and filed in a drawer. What is the only valid next step?

Keep it as archive: one diagnosis is enough to decide Cross it to write 2 dated directions ("remove double entry by end of month") Add boxes until ideas run out, without deciding Redo it every week without ever drawing action from it

Classic mistake: filling in without deciding. SWOT only has value crossed toward action.

3.2 · Discrimination

5. New e-invoicing rule + customers comparing prices online. Which tool for what?

Invoicing rule = PESTEL (Legal, macro-environment); price pressure = Porter (customer power) Both = internal SWOT, because everything happens in the team Both = Business Model Canvas, 9 mandatory blocks Rule = Porter, price pressure = PESTEL: swap the two grids

PESTEL = macro-environment (incl. Legal); Porter = competitive intensity (incl. customer power).

3.3 · Discrimination

6. Karim says "the Canvas is accounting software for start-up finance people". Correct answer?

Yes: without accounting expertise, impossible to use Yes: it is a disguised org chart for start-ups No: visual representation of the model in 9 blocks, accessible, to describe, challenge, imagine No: it is a contract signed with each customer before any sale

The Canvas is visual and accessible, useful to established firms as well as new ones.

3.3 · Application

7. Salim fills in his Canvas starting with "partners" and "costs", without mentioning customers. What to fix?

Nothing: order does not matter, all blocks are equal Remove revenue and proposition blocks, too complex for an SME Fill each block in isolation without checking their consistency Restart with customers + value proposition, then revenues/costs, then challenge fragilities

Always start from the core (who + what value), end with the economics, then connect the blocks.

3.4 · Discrimination

8. Late tickets: paper → re-entry → unclear handling → forgotten answer → no follow-up. What to map first?

The title org chart: who has the finest job title The end-to-end process (input → result) with owners, waits and duplicates The meeting schedule: more meetings will fix forgotten items Individual faults: noting who works slowest each day

A process = inputs → results. Mapping it reveals duplicates and grey areas, before targeting people.

3.4 · Exclusion

9. Should the SME switch to matrix because "it is the best structure"?

Yes: matrix succeeds everywhere, with no limit or conflict Yes: functional is always bad, it must be avoided No: no universal structure — all depends on size, activity, strategy; each has strengths and limits Yes: changing the org chart is enough, without touching processes

Functional = clear but silos; matrix = flexible but conflicts. Context decides.

3.5 · Discrimination

10. Lina slows down the new tool: "we have no time". How to read this resistance?

Ill will to punish quickly as an example Natural reaction to uncertainty and loss of bearings, to listen to and support Lack of intelligence: re-explain louder and faster Passing whim: ignore it until it passes on its own

Handle people first (direction, listening), not just logistics.

3.5 · Application

11. To get WhatsApp adopted, which sequence respects Kotter and the curve?

Direction + coalition (Karim as relay) + test + celebrated quick win + ritual anchoring Impose from Monday + punish latecomers + explain nothing Install the tool silently with no communication or training Give up at the first obstacle to preserve the climate

People join a direction, not a constraint. Quick win + relays = critical mass.

3.5 · Recall

12. Lina is in resistance, Karim already in exploration. What does the change curve say?

Urgent / important: handle Lina as urgent, Karim as important Strengths / weaknesses: Lina is weak, Karim is strong, définitively The 9 Canvas blocks: each occupies a different block Denial → resistance → exploration → acceptance: everyone moves at their own pace, support differently

Inspired by grief (Kubler-Ross): listening for one, test autonomy for the other.

Cross-cutting · Arbitration

13. Dilemma — SWOT says "launch WhatsApp" but vision says "reliability before speed". A customer demands an immediate rough answer. You…

Answer fast and wrong to follow the SWOT opportunity, vision will wait Hold the reliability value (clear answer within 24h explained to the customer) + speed up the WhatsApp pilot without sacrificing quality Drop SWOT and vision: decide by gut feeling with no direction or diagnosis Promise the customer the impossible then blame the team when it fails

Arbitration: opportunity does not justify betraying the value proposition. Speed AND reliability — announced deadline, quality kept, pilot accelerated.

Cross-cutting · Arbitration

14. Dilemma — The new process removes double entry but Lina loses her "paper checker" role and resists. You…

Cancel the simplification to keep Lina in her comfort zone Force it through by removing all her roles: she will adapt or leave Entrust Lina with D+2 follow-up (visible responsibility, anchored ritual) + train her in pairs + celebrate her first follow-ups Keep double entry AND the new tool: two systems are better than one

Process x people arbitration: we keep neither a costly duplicate for comfort, nor crush people. New valued role + training + win = buy-in.

What's next?

Score ≥ 80%: move on to Level 4.
Score < 80%: re-read the explanations above — each re-teaches the concept — then redo the 48h challenges of the 5 sections.