Course tools · Ethics and Business Case Analysis

Cards

01What is the purpose of the RVR COB Code of Ethics?

Human development and the common good

Its nine promises direct leaders to consider people inside and outside the enterprise, including future generations.

FDNMANP AY 2026–2027 syllabus · RVR COB Code of Ethics and Covenant for Shared Prosperity
02Which ethics promise concerns accurate performance and risk disclosures?

Honest reporting

Good results do not justify concealing material risks or fabricating performance.

FDNMANP AY 2026–2027 syllabus · RVR COB Code of Ethics and Covenant for Shared Prosperity
03Which ethics commitment extends concern beyond current stakeholders?

Respect for future generations

It includes opportunities for a decent life and a healthy planet.

FDNMANP AY 2026–2027 syllabus · RVR COB Code of Ethics and Covenant for Shared Prosperity
04Name the Covenant’s six stakeholder groups.

Employees, customers, providers, communities, environment, shareholders

Providers include suppliers of goods, services and funds. Fairness also extends into supply chains and to minority shareholders.

FDNMANP AY 2026–2027 syllabus · RVR COB Code of Ethics and Covenant for Shared Prosperity
05Which SDG concerns decent work and economic growth?

SDG 8

The syllabus connects responsible management with decent work, not only higher output.

FDNMANP AY 2026–2027 syllabus · RVR COB Code of Ethics and Covenant for Shared Prosperity
06Which SDG concerns responsible consumption and production?

SDG 12

Waste reduction, durable products and responsible resource use can contribute when their outcomes are measured.

FDNMANP AY 2026–2027 syllabus · RVR COB Code of Ethics and Covenant for Shared Prosperity
07What is the course’s AI level for quizzes?

Level 0: no AI use

This is course assessment context. The local study materials are preparation aids, not an instructor quiz.

FDNMANP syllabus and GENERATIVE AI USE POLICY – FDNMANP
08What distinguishes the task environment?

Direct operating relationships

Customers, suppliers, competitors and partners affect the organization through direct operational relationships.

Canvas SWOT and international collaboration course pages
09What does PESTEL stand for?

Political, Economic, Social, Technological, Environmental, Legal

It organizes broad macroenvironment forces and does not replace evidence about their effects.

Canvas SWOT and international collaboration course pages
10How does SWOT classify strengths and weaknesses?

Internal helpful and internal harmful attributes

Opportunities and threats describe helpful and harmful external conditions.

Canvas SWOT and international collaboration course pages
11What does an SO strategy do?

Use strengths to exploit opportunities

TOWS translates SWOT observations into a strategic action.

Canvas SWOT and international collaboration course pages
12What does an ST strategy do?

Use strengths to address threats

It applies internal capability to reduce exposure to an external harmful condition.

Canvas SWOT and international collaboration course pages
13What does a WO strategy do?

Address weaknesses to pursue opportunities

It closes an internal capability gap so an external opportunity becomes attainable.

Canvas SWOT and international collaboration course pages
14What does a WT strategy do?

Reduce weaknesses and exposure to threats

It is a defensive response to an internal gap and an external risk.

Canvas SWOT and international collaboration course pages
15What does the Business Model Canvas explain?

Creation, delivery and capture of value

Its nine interdependent blocks summarize a business model, whose assumptions still require validation.

Business Model Generation · nine building blocks; Canvas BMC page
16What are customer segments and value propositions?

Who is served and what benefit is offered

Segments identify intended groups; propositions identify benefits addressing their needs or problems.

Business Model Generation · nine building blocks; Canvas BMC page
17How do channels differ from customer relationships?

Channels are touchpoints; relationships are ongoing interaction types

An online shop can be a channel, while personal ongoing assistance is a customer relationship.

Business Model Generation · nine building blocks; Canvas BMC page
18How do key resources differ from key activities?

Resources are essential assets; activities are essential work

Equipment is a resource; producing and inspecting the offering are activities.

Business Model Generation · nine building blocks; Canvas BMC page
19What do revenue streams and cost structure describe?

How money enters and the main operating costs

A subscription fee is revenue; equipment and maintenance expenses are costs.

Business Model Generation · nine building blocks; Canvas BMC page
20Which archetype turns discards into useful offerings?

Create value from waste

It changes resource flows and may require processing, quality control and new customer segments.

Sustainable Business Model Archetyles and the Business Model Canvas · course handout
21Which archetype sells access or performance instead of ownership?

Deliver functionality rather than ownership

Usage fees or subscriptions can fund access, with maintenance and asset stewardship remaining necessary.

Sustainable Business Model Archetyles and the Business Model Canvas · course handout
22Which archetype emphasizes durable products and repair?

Encourage sufficiency

It supports meeting needs with less unnecessary consumption, rather than equating greater sales with success.

Sustainable Business Model Archetyles and the Business Model Canvas · course handout
23What is root-cause analysis?

Investigation of what happened and why

RCA distinguishes observed symptoms from underlying causes and uses findings to address problems.

Root Cause Analysis (RCA) & the Business Case Analysis · slides 3–12
24What are the three RCA cause types?

Physical, human and organizational

Material failure, an action or omission, and a faulty process or policy can be linked in one explanation.

Root Cause Analysis (RCA) & the Business Case Analysis · slides 3–12
25What is the fishbone diagram’s four-step sequence?

Identify problem, identify factors, list possible causes, investigate diagram

The completed diagram contains hypotheses. Analysis tests which possible causes actually contribute.

Root Cause Analysis (RCA) & the Business Case Analysis · slides 3–12
26What makes a 5 Whys chain defensible?

Evidence supports each causal link

Five is a guide, not a reason to invent causes; complex problems can have branches.

Root Cause Analysis (RCA) & the Business Case Analysis · slides 3–12
27What must each alternative course of action do?

Independently answer the central problem

Three dependent steps are ordinarily one implementation sequence rather than three competing alternatives.

FDNMANP_BCA_Template · Sections 1–4; Business Case Analysis Outline
28Which three concerns must the current case matrix represent?

Financial, social and ecological

Use distinct criteria and consistent 1–3 standards across all alternatives.

FDNMANP_BCA_Template · Sections 1–4; Business Case Analysis Outline
29What belongs in the implementation plan?

Concrete activities, responsible owner and duration

The outline also prompts budgets when relevant. Accountability connects an action with a responsible person or department.

FDNMANP_BCA_Template · Sections 1–4; Business Case Analysis Outline
30How many ASEAN member states are current as of October 2026?

Eleven

Timor-Leste joined on 26 October 2025. The Canvas ten-state list should be recalled as its course-era mnemonic.

ASEAN Secretariat · https://asean.org/about-asean/; membership current 12 October 2026