2026年08月 GInI CInP実際の問題とブレーン問題集
CInP合格させる問題集でGInI24時間で試験合格できます
質問 # 17
The fifth step for projects in the Front End is for teams to work toward defining an optimal solution to the problem at hand, using different Innovation Methods. Their job is to consider and test many different solution concepts, and ultimately select the concept with the highest probability of being the optimal and ideal solution for the situation.
Select one correct answer from the list:
- A. The concept with the greatest financial return to the business
- B. The concept with the least amount of risk associated with it
- C. The concept with the highest probability of being the optimal and ideal solution for the situation
- D. The concept with the highest likelihood of being popular among customers
正解：C
解説：
GInI'sCInP Handbookdetails the Front End's fifth step as synthesizing and selecting an "optimal solution" using Innovation Methods (e.g., prototyping, testing). Teams evaluate multiple concepts to choose the one with the "highest probability of being the optimal and ideal solution"-balancing customer fit, feasibility, and value, not just popularity (A), profit (B), or risk (D). This reflects GInI's focus on holistic optimality in the Front End, before Mid Zone financials dominate. Option C matches GInI's wording, aligning with the original answer, embodying a rigorous, solution-centric approach-a GInI strategy for maximizing impact over narrow metrics.
Reference:GInICInP Handbook, Section on Front End Step 5: Solution Definition.
質問 # 18
In the Mid Zone of an innovation project, being able to develop a compelling business case for an opportunity with an accurate financial and strategic picture of it is important because such business cases get used by businesses for what?
Select one correct answer from the list:
- A. Their operational decision making-whether to launch the new innovation in one market versus a different one
- B. Their strategic priority decision making-whether to continue investing in innovation or not
- C. Their go/no-go decision gating-whether or not to move forward with executing the project
- D. Their proceed/pivot decision gating-whether or not to believe the data the team is presenting
正解：C
解説：
In GInI's Innovation Management System (InMS), as detailed in theCertified Innovation Professional (CInP) Handbook, the Mid Zone is a critical phase where concepts are refined, validated, and prepared for execution.
A key deliverable in this phase is the development of a compelling business case, which includes financial projections (e.g., ROI, cost estimates) and strategic alignment (e.g., market fit, competitive advantage). This business case is pivotal for the business's "go/no-go decision gating," a formal process where leadership decides whether to greenlight the project for the Back End (development and commercialization) or terminate it to avoid resource waste. GInI emphasizes that this gate is a make-or-break moment, relying on the business case's accuracy and persuasiveness to justify investment. Option A, "strategic priority decision making," is broader and pertains to the overall innovation program, not a specific project's fate. Option B, "proceed/pivot decision gating," misrepresents the focus; it's not about data belief but about project viability. Option C,
"operational decision making," applies to Back End choices like market selection, not Mid Zone gating. The originalanswer (D) aligns perfectly with GInI's Mid Zone framework, where the business case drives the go
/no-go decision, ensuring only viable projects advance. This reflects GInI's structured approach to resource allocation and risk management, rooted in real-world business practices where executives need clear justification before committing significant capital.
質問 # 19
Innovation Managers serve as the business ' ____ in driving their innovation program.
- A. point of accountability
- B. second-tier fallback
- C. only real hope
- D. first line of leadership
正解：D
解説：
Innovation Managers are often seen as the first line of leadership in driving a business ' s innovation program. They play a pivotal role in guiding and overseeing the innovation process, ensuring that the ideas generated move through the stages of development, refinement, and implementation. These managers are not just responsible for handling the operational aspects of innovation; they are also tasked with inspiring and leading teams, aligning innovation efforts with the business ' s strategic goals, and fostering a culture of creativity and growth within the organization. The Innovation Professional (CInP) curriculum highlights the importance of leadership in innovation management, where Innovation Managers serve as both facilitators and visionaries, influencing the direction of the business ' s innovation strategy. Their leadership is crucial in ensuring that innovation initiatives are effectively integrated into the company ' s long-term plans and that the necessary resources and support are available to execute them successfully.
質問 # 20
In selecting new ideas in Stage 3 of the GInI InMS, the organization must make every effort possible to use real data in their decision-making, as this forces them to accept reality as it really is.
Select one correct answer from the list:
- A. Accept reality as it really is
- B. Make fiscally conservative assumptions
- C. Choose whichever ideas they feel will sell the most
- D. Fall back on statistics, which they can easily frame to their needs
正解：A
解説：
GInI'sCInP Handbookstresses that in InMS Stage 3, idea selection relies on "real data" (e.g., market research, prototypes) to ground decisions in evidence, forcing the organization to "accept reality as it really is"-not wishful thinking or bias. This ensures viable, impactful projects advance, aligning with GInI's data-driven ethos. "Fiscally conservative assumptions" (A) adds unnecessary caution, not GInI's intent. "Fall back on statistics" (C) suggests manipulation, against GInI's integrity. "Choose ideas that sell" (D) prioritizes intuition over evidence. Option B matches GInI's principle, aligning with the original answer, reflecting a reality-based filter that enhances innovation success-a GInI hallmark of disciplined creativity.
質問 # 21
For projects in the Back End, once a pilot demonstrates the commercial viability of the offering, the effort is passed on to the next stage, where it is ramped up to full-scale capacity via various capital investments.
Select one correct answer from the list:
- A. Reconsidered by the business' head decision-makers
- B. Scaled back to fit market demand
- C. Ramped up to full-scale capacity
- D. Allowed to continue running in pilot mode
正解：C
解説：
GInI'sCInP Handbookdescribes the Back End progression: a successful pilot proves commercial viability, triggering a shift to "ramped up to full-scale capacity" through capital investments (e.g., production facilities, staffing). This scales the offering for market entry. Option A, "scaled back," contradicts success-pilots confirm demand. Option B, "continue in pilot mode," stalls progress, against GInI's execution focus. Option C, "reconsidered," suggests doubt, not the post-pilot norm. Option D matches GInI's model, aligning with the original answer, embodying the Back End's goal of operationalizing validated innovations, a culmination of GInI's phased risk-to-reward strategy.
質問 # 22
Innovation Professionals are called upon to use their creativity in order to resourcefully arrange things in new ways to arrive at some desired new end point.
Select one correct answer from the list:
- A. Their creativity
- B. Their analytical abilities
- C. Connecting the dots
- D. Their imagination
正解：A
解説：
GInI'sCInP Handbookframes innovation as a discipline rooted in "creativity"-the ability to "resourcefully arrange things in new ways" to achieve novel, valuable outcomes (e.g., new products, processes). This aligns with GInI's core definition of innovation as novel value creation, requiring professionals to think divergently and recombine ideas, resources, or insights into a "desired new end point." "Analytical abilities" (A) are vital for evaluation (Mid Zone), but the question emphasizes arrangement, not analysis. "Imagination" (B) is a facet of creativity, but GInI uses the broader term to encompass both vision and action. "Connecting the dots" (C) is a skill within creativity, but less comprehensive than the full creative process GInI intends. Option D matches the handbook's emphasis on creativity as the driving force, aligning with the original answer. This reflects GInI's view of innovation professionals as creative problem-solvers, a competency honed through methods like Design Thinking and reinforced by GInI's certification-a foundational trait distinguishing them in practice.
Reference:GInICInP Handbook, Introduction to Innovation Competencies and Definition of Innovation.
質問 # 23
Build to Compare is one of the 12 Purposes of Prototyping in which we build prototypes to undertake comparative benchmarking between proposed new solutions and existing solutions, so that we can figure out how to solve our customer's problem better.
Select one correct answer from the list:
- A. Build to Empathize
- B. Build to Learn
- C. Build to Compare
- D. Build to Decide
正解：C
解説：
GInI'sCInP Handbookincludes "Build to Compare" among the 12 Purposes of Prototyping, where teams create prototypes to benchmark new solutions against existing ones-e.g., comparing usability or value-to identify improvements. This evaluative purpose, often in the Test phase, ensures the innovation outperforms alternatives, directly addressing customer problems. "Build to Empathize" (A) focuses on understanding, not comparison. "Build to Decide" (B) chooses between options, not benchmarks. "Build to Learn" (C) explores feasibility, not competitive positioning. Option D matches GInI's exact purpose, aligning with the original answer, reflecting a strategic, customer-centric use of prototyping-a GInI tactic for differentiation.
質問 # 24
A very broad array of different types of Market Research exist. Most of these can be classified into one of two groups: either ________ or ________ research.
- A. quantitative / qualitative
- B. analytical / empirical
- C. objective / subjective
- D. hard / soft
正解：A
解説：
Market research is most commonly divided into quantitative and qualitative research. Quantitative research gathers numerical, measurable data that can be statistically analyzed, such as survey results, market size, frequency, preference ratings, usage rates, and segmentation data. Qualitative research explores meaning, motivation, behavior, perception, and context through interviews, observation, fieldwork, focus groups, and open-ended inquiry. The question asks for the broad classification of market research types, not a casual description of research style. Option A is therefore correct. Objective/subjective is not the standard market- research classification and can be misleading because qualitative research can still be rigorous. Analytical
/empirical is too academic and does not reflect the practical market-research split being tested. Hard/soft is informal and imprecise. In innovation work, both quantitative and qualitative research are important:
quantitative research helps measure patterns, while qualitative research helps uncover deeper needs, motivations, and insights that can feed the innovation process.
質問 # 25
Even though a Core Innovation Team will be made up of a diverse set of personalities - dreamers, designers, strategists, doers, and the occasional maverick - these people have to be capable of what if they are to be productive at fulfilling their charter?
- A. tolerating one another
- B. all working independently
- C. integrating themselves procedurally
- D. gelling as a creative force
正解：D
解説：
For a Core Innovation Team to be successful, despite the diversity in personalities and skill sets, the team members must be able to gel as a creative force . This is essential because innovation requires collaboration, synergy, and the ability to bring together various perspectives and ideas in a harmonious and productive manner. The team members, even though they come from different backgrounds and might have different working styles (e.g., dreamers, designers, strategists, doers), must be able to combine their strengths to create innovative solutions. Gelling as a creative force means finding common ground, communicating effectively, and harnessing each team member's unique capabilities to drive the team forward. It ensures that the team can work cohesively and leverage the diversity of thought to come up with groundbreaking solutions. The Innovation Professional (CInP) curriculum emphasizes the importance of teamwork and collaboration in the innovation process, where the ability to integrate diverse skills is crucial for fostering creativity and achieving successful outcomes.
質問 # 26
The second major step of the Design Thinking process is made of which three action steps?
Select one correct answer from the list:
- A. Imagine / Test / Define
- B. Empathize / Experiment / Define
- C. Empathize / Ideate / Test
- D. Ideate / Experiment / Design
正解：B
解説：
GInI'sCInP Handbookoutlines Design Thinking as a five-step process: Empathize, Define, Ideate, Prototype, and Test. However, the question's phrasing-"second major step" with "three action steps"-requires interpretation. GInI doesn't explicitly group steps this way, but context suggests a misphrasing or intent to test understanding of the sequence. The standard second step is "Define," which builds on "Empathize" (first) and involves exploration (akin to "Experiment") to refine the problem statement. Thus, "Empathize / Experiment / Define" (D) best fits as a conceptual trio leading to problem clarity. Option A, "Empathize / Ideate / Test," spans non-sequential steps (1, 3, 5). Option B, "Imagine / Test / Define," uses non-GInI terms ("Imagine").
Option C, "Ideate / Experiment / Design," skips earlier steps and misaligns. The original answer (D) is correct, likely intending to cover the early process (Empathize, exploration within Define, Define), reflecting GInI's iterative, user-focused flow-a nuanced test of process mastery.
質問 # 27
Program Leaders must take explicit steps using reinforcement mechanisms to drive ongoing sustained engagement in the business' innovation program.
Select one correct answer from the list:
- A. reinforcement mechanisms
- B. structural mechanisms
- C. support structures
- D. enabling devices
正解：A
解説：
The question directly references "reinforcement mechanisms," which GInI defines as tools or strategies used by Program Leaders to maintain continuous engagement in an innovation program. These might include rewards, recognition, or feedback loops that sustain momentum over time. TheCInP Handbookunderscores their importance in keeping participants motivated and active. Options A ("structural mechanisms"), C ("enabling devices"), and D ("support structures") are not terms GInI uses in this context, making B the straightforward and correct answer as it matches the question's phrasing and intent.
質問 # 28
Build to Empathize is one of the 12 Purposes of Prototyping in which we build prototypes to develop a deeper understanding of the customer and of their world / situation / problem.
Select one correct answer from the list:
- A. Build to Clarify
- B. Build to Think
- C. Build to Empathize
- D. Build to Learn
正解：C
解説：
GInI's CInP Handbook lists 12 Purposes of Prototyping, including " Build to Empathize, " where prototypes are created not to test solutions but to deepen empathy-e.g., simulating a user's experience to understand their context, struggles, or needs. This aligns with the Empathize phase, using tangible models to bridge observation and insight. " Build to Learn " (A) tests functionality or feasibility, not empathy. " Build to Think
" (B) aids ideation, not user understanding. " Build to Clarify " (C) refines concepts for communication, not customer insight. Option D matches GInI's definition, aligning with the original answer, showcasing GInI's nuanced prototyping philosophy-leveraging physicality to enhance human connection, a subtle yet powerful Front End tool.
Reference: GInI CInP Handbook , Section on 12 Purposes of Prototyping.
質問 # 29
It has been demonstrated in numerous studies that the collective wisdom of a large group can often produce noticeably better insights and ideas than the more limited perspective of a narrow group, especially when considering that those on the outside assume the _____ perspective of a situation, while those on the inside assume the _____ perspective of the situation - these two perspectives producing very different outcomes.
- A. public's / managers'
- B. customers' / CEOs'
- C. market's / business'
- D. executives' / workers'
正解：A
解説：
The correct answer is A. public's / managers' . Innovation management principles often emphasize the value of diverse perspectives and collective intelligence when generating ideas and solving complex problems.
Studies on group wisdom demonstrate that large and diverse groups frequently produce stronger insights because they include viewpoints from individuals who are outside the internal organizational mindset .
People outside the organization typically view a situation from the public's perspective , which reflects the needs, expectations, and experiences of customers, users, and society. This viewpoint is often less constrained by internal assumptions, organizational habits, or operational limitations. As a result, it can reveal opportunities, unmet needs, and innovative possibilities that internal teams may overlook. # On the other hand, individuals inside the organization often adopt a managers' perspective , which is influenced by internal priorities such as processes, budgets, policies, and operational constraints. While this perspective is important for implementation and control, it can sometimes limit creativity and broader opportunity recognition.
GInI innovation topics highlight the importance of open innovation, participatory innovation, and external engagement to bring in broader perspectives. Combining external viewpoints with internal expertise helps organizations generate more powerful ideas and achieve stronger innovation outcomes
質問 # 30
Qualitative studies are generally conducted in one of two ways - either online or as fieldwork. The latter involves doing what?
- A. Going door-to-door to conduct user surveys.
- B. Setting up kiosks that ask people to answer a survey on the spot.
- C. Going out into the field and talking to certain types of people, often when they are engaged in a particular experience of interest.
- D. Going out into the field and taking pictures of random subjects doing random things.
正解：C
解説：
The correct answer is B. Going out into the field and talking to certain types of people, often when they are engaged in a particular experience of interest. In innovation research and insight mining, qualitative studies are intended to develop a deep understanding of behaviors, needs, motivations, and experiences. When this work is conducted as fieldwork, researchers go into real-world settings to observe and engage people in the context where relevant behaviors or experiences naturally occur.
This type of research is especially valuable because it allows innovation teams to gather rich, contextual insights that may not emerge through remote or purely survey-based approaches. Researchers can ask probing questions, observe interactions, identify pain points, and better understand how people think and behave during actual experiences. That makes fieldwork highly useful in needfinding, design research, and early- stage opportunity discovery.
The other options are less accurate because they either emphasize surveys, which are more associated with quantitative methods, or describe unstructured activity without purposeful engagement. Fieldwork in qualitative research is intentional, contextual, and insight driven. It is about speaking with the right people in the right setting to uncover meaningful understanding that can inform innovation.
質問 # 31
When the third step in the GInI Breakthrough Innovation Method - Oblique Examination - is used to address the problem space, it begins with one fundamental question, namely ______.
Select one correct answer from the list:
- A. What new idea is the market really excited about, and thus what new experience is it seeking, along with how that experience transcends all current experiences.
- B. What opportunity is the market unaware of, and thus what new innovation will it embrace, along with what new "jobs" that innovation can do for them.
- C. What new technology is the market wanting to employ, and thus what breakthrough new product is it seeking, along with what "jobs" that product needs to accommodate.
- D. What problem is the market needing to be solved, and thus what value, experience, or other outcome is it seeking, along with what "jobs" are needed to achieve that outcome.
正解：D
質問 # 32
Innovation Tournaments are internal competitions where teams of peers work together to identify a new opportunity for the business, develop a relatively complete and well-thought-out business plan for it, and then pitch it to an internal venture board, generally in order to get funding for taking the concept further, understanding that concepts which prove strong enough may ultimately make their way all theway through to final implementation, thereby providing an excellent method for surfacing and funding non-core, and potentially breakthrough or disruptive, business innovations.
Select one correct answer from the list:
- A. Business Plan Competitions
- B. Innovation Tournaments
- C. Hackathons
- D. Innovation Jams
正解：B
解説：
GInI defines "Innovation Tournaments" as structured internal competitions aimed at identifying and developing new business opportunities, often involving pitches to a venture board for funding. This aligns with the question's description of teams creating business plans and competing for resources to advance potentially disruptive innovations. "Hackathons" (A) typically focus on rapid prototyping, often in tech contexts, not necessarily business plans. "Business Plan Competitions" (B) is a close contender but is a more generic term not specifically tied to GInI's innovation framework. "Innovation Jams" (C) refer to collaborative ideation sessions, not competitive tournaments. Thus, "Innovation Tournaments" (D) is the precise GInI term.
質問 # 33
In the fourth step of the GInI Breakthrough Innovation Method-Synthesis and 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 the most promising models to move forward with
- B. Select new models to move forward with that will ensure they are as good as their competitors
- C. Eliminate all but the most certain-to-be-approved models
- D. Select the most technologically-exciting models to move forward with
正解：A
解説：
The CInP Handbook clarifies that in " Synthesis and 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 and Capture.
質問 # 34
Transformative Innovations are so radically and new that they do what?
- A. Transform product attribute mixes.
- B. Transform markets and how they buy.
- C. Transform industries and how they operate.
- D. Transform society and how it operates.
正解：D
解説：
Transformative Innovations are groundbreaking, radical innovations that have the potential to change society and how it operates at a fundamental level. These innovations often reshape industries, social structures, and ways of living, leading to major shifts in how people interact with products, services, and each other. Unlike incremental innovations, which focus on improving existing solutions or enhancing product features, transformative innovations often introduce new paradigms, technologies, or business models that disrupt existing systems. This category of innovation can redefine entire sectors or even societal functions, such as how people communicate, work, or access services. The Innovation Professional (CInP) curriculum emphasizes the significance of transformative innovations in driving societal progress and creating long-term impact across various industries.
質問 # 35
Because "The Planner" will coordinate the production and delivery of a new offering, they are usually best suited for which phase of innovation work?
Select one correct answer from the list:
- A. The Back End
- B. The Front End
- C. All phases
- D. The Mid Zone
正解：A
解説：
GInI'sCInP Handbookdefines "The Planner" as an archetype excelling in organization, logistics, and execution-skills critical for coordinating "production and delivery" of a new offering. This places them squarely in the Back End of GInI's innovation process, where the focus shifts from ideation (Front End) and validation (Mid Zone) to operationalizing the innovation. The Back End involves detailed planning for manufacturing, supply chain management, and market launch-tasks the Planner's methodical nature is tailored to handle (e.g., scheduling, resource allocation). The Front End (B) is exploratory, requiring creativity over coordination. The Mid Zone (C) focuses on business casing and strategy, not execution logistics. "All phases" (D) overextends the Planner's role beyond their core strength. GInI's framework assigns the Planner to the Back End to ensure seamless delivery, leveraging their ability to translate validated concepts into tangible outcomes. The original answer (A) is correct, embodying GInI's strategic archetype deployment-a practical application of role specialization in the innovation pipeline.
質問 # 36
Innovation is an acquirable mentality and skillset.
Select one correct answer from the list:
- A. extremely common
- B. acquirable
- C. in-born
- D. extremely rare
正解：B
解説：
GInI's foundational philosophy, as articulated in theCInP Handbook, posits that innovation is not an innate trait but a "mentality and skillset" that can be learned and developed through practice, training, and exposure to structured methods. Option A, "in-born," contradicts this by suggesting it's genetic. Option B, "extremely common," overstates its prevalence without training. Option C, "extremely rare," undermines GInI's mission to democratize innovation skills. D, "acquirable," reflects GInI's belief in teachability, aligning with the question's statement and the original answer. This is a core tenet of the CInP certification itself.
質問 # 37
Some of the commonly-used other types of Market Research include Sentiment Analysis, Brand Tracking, and Social Media Listening.
Select one correct answer from the list:
- A. Sentiment Analysis, Brand Tracking, and Social Media Listening
- B. Customer Co-Creation, Kepner-Tregoe Studies, and Time and Motion Studies
- C. Anthropometric Studies, Usability Studies, and Aptitude Studies
- D. Cognitive Task Analysis, Collaborative Mind-Mapping, and Value Web Analysis
正解：A
解説：
GInI's CInP Handbook categorizes Market Research as a broad toolset for understanding markets and customers, including " Sentiment Analysis " (gauging opinions), " Brand Tracking " (monitoring brand perception), and " Social Media Listening " (analyzing online conversations). These are widely recognized, practical methods in GInI's framework, often used in the Front End to inform opportunity identification.
Option A includes " Customer Co-Creation " (an innovation method, not pure research), " Kepner-Tregoe Studies " (decision-making, not market research), and " Time and Motion Studies " (efficiency analysis, not market-focused). Option B's " Anthropometric Studies " (physical measurements), " Usability Studies " (design testing), and " Aptitude Studies " (ability assessment) are niche or misaligned. Option C's " Cognitive Task Analysis, " " Collaborative Mind-Mapping, " and " Value Web Analysis " are analytical or ideation tools, not market research. Option D directly matches GInI's examples, aligning with the original answer, reflecting a data-driven approach to capturing market signals-vital for strategic innovation planning.
Reference: GInI CInP Handbook, Section on Market Research Techniques.
質問 # 38
For projects in the Back End, there is a defined process for pursuing Design Strategy, consisting of three activities, namely _____.
- A. Design Insights, Experimenting, and Incubation
- B. User Research, Ideation, and Distribution
- C. Market Research, Brainstorming, and Reduction
- D. Design Research, Concepting, and Distillation
正解：D
解説：
The correct answer is B. Design Research, Concepting, and Distillation. In Global Innovation Institute innovation topics, the Back End of innovation focuses on preparing concepts for implementation, launch, and market success. Within this phase, Design Strategy provides a structured way to shape how an innovation will be translated into a coherent and market-ready offering. The three activities in this process are Design Research, Concepting, and Distillation.
Design Research involves gathering and organizing the information needed to inform design decisions. This may include customer insights, usage context, market factors, and brand considerations. Concepting then turns those insights into possible design directions, expressions, and solution approaches that support the innovation opportunity. Distillation is the process of narrowing, refining, and clarifying those concepts into the strongest, most aligned strategic design outcome.
The other options include terms that may sound related to innovation work, but they do not represent the specific three-part Design Strategy sequence described here. The progression from research to concept development to focused refinement is what makes Design Research, Concepting, and Distillation the correct answer.
質問 # 39
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