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 Prosperity02Which 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 Prosperity03Which 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 Prosperity04Name 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 Prosperity05Which 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 Prosperity06Which 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 Prosperity07What 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 – FDNMANP08What 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 pages09What 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 pages10How 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 pages11What does an SO strategy do?
Use strengths to exploit opportunities
TOWS translates SWOT observations into a strategic action.
Canvas SWOT and international collaboration course pages12What 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 pages13What 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 pages14What 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 pages15What 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 page16What 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 page17How 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 page18How 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 page19What 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 page20Which 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 handout21Which 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 handout22Which 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 handout23What 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 3–1224What 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 3–1225What 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 3–1226What 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 3–1227What 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 Outline28Which 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 Outline29What 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 Outline30How 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