ITIL-4-DITS PeopleCert ITIL 4 Leader: Digital & IT Strategy Exam Free Practice Exam Questions (2025 Updated)

Omnichannel delivery is about providing a consistent and seamless customer experience across different channels and touchpoints. This can help increase customer satisfaction, loyalty, and retention. The insurance company should consider how to align and integrate its different sales channels to deliver a unified and coherent service to its customers. References: ITIL 4 Leader: Digital and IT Strategy, page 17

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According to ITIL 4,business strategyis the “art and science of planning and marshalling resources for their most efficient and effective use to achieve the organization's goals.” It represents a formalized means ofdefining and communicatingthe organization's objectives and the approach it will take to meet them. Option A captures this essence accurately. Option B reflects adaptability. Option C aligns with operating model design. Option D refers to governance or operational structures.

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In the ITIL 4 Service Value System (SVS), “Value” is the core output and the guiding principle of all activities. Evaluating how consumers perceive products and services aligns with value realization—how well the organization is delivering benefits, utility, and satisfaction to stakeholders. Governance (B), Opportunity (C), and Practices (D) relate to enabling structures and capabilities but do not directly involve measuring perceived value.

The innovation will deliver significant benefit for the organization is a reason why an organization might choose to implement an innovation even though it does not meet its minimum requirement for “return on investment” (ROI). This means that the organization values the long-term or intangible benefits of the innovation more than the short-term or financial returns. For example, the innovation might enhance customer satisfaction, brand reputation, market share, or social impact. References: ITIL 4 Leader: Digital and IT Strategy, page 27-28

Management of staff skills and competence is what the organization needs for the digital transformation to succeed. This means that the organization ensures that its staff have the necessary skills and competence to support the digital transformation and deliver value to customers. This can involve training, development, coaching, mentoring, recruitment, retention, and motivation of staff. References: ITIL 4 Leader: Digital and IT Strategy, page 68-69

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The scenario describes how the organization is using innovation toradically change industry norms—providing services more efficiently and at lower cost than competitors in a regulated field. According to ITIL 4, this is a clear example of anindustry disruption—when innovation significantly alters the dynamics, expectations, or operational models across an entire sector. Ecosystem disruption involves broader stakeholder networks, market relevance is an outcome of this, and external focus is a strategic perspective, not a descriptor of the change itself.

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Digital technology is described in ITIL 4 as the convergence ofinformation technology (IT)andoperational technology (OT). This includes systems that control physical devices, processes, and infrastructure combined with traditional IT systems to enable end-to-end digital capabilities. Option B directly reflects this definition. Option C refers to a digital business, not digital technology. Option D is too narrow and option A misidentifies digital technology as an organizational function.

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Encouraging small-scale experimentation supports aninnovation-driven culture, as recommended in ITIL 4 Leader: Digital & IT Strategy. This approach promotes rapid feedback, iterative improvements, and the discovery of new value streams—all of which can lead to competitive advantages. The other options may be side benefits, but the core purpose of such experiments is tostimulate innovation and learning.

All the organization’s stakeholders should contribute to risk assessment because they have different perspectives, insights, and interests in relation to the organization’s objectives, activities, and outcomes. Their involvement can help identify, analyze, evaluate, and treat risks more effectively and comprehensively. References: ITIL 4 Leader: Digital and IT Strategy, page 59

Encouraging digital technology opportunities is the approach that the CIO is using to support the programme of creating a culture of innovation. This means that the CIO is promoting and facilitating the exploration and adoption of new digital technologies that can create value for the organization and its customers. By delivering a presentation on how chatbots can improve the customer registration experience, the CIO is demonstrating how digital technology can enable innovation and enhance customer value. References: ITIL 4 Leader: Digital and IT Strategy, page 25-26

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The first step in building a measurement and evaluation system is to clearlydefine the objectives. According to ITIL 4, defining objectives establishes the purpose and direction for measurement—ensuring that metrics, success factors, and KPIs are aligned with what the organization is trying to achieve. Without clear objectives, measurement activities may lack relevance or focus. Therefore, option B is the correct starting point in a structured measurement system.

A low risk capacity means that an organization cannot afford the loss that comes from taking risks that go wrong, while a high risk appetite means that an organization is willing to take those risks anyway. This situation can lead to big losses and unsustainable outcomes. References: ITIL 4 Leader: Digital and IT Strategy, page 57

Lagging metrics report what has been achieved by measuring the outcomes or results of past actions or activities. They are easy to measure but difficult to influence. They are useful for evaluating performance and validating hypotheses. Leading metrics predict what is likely to happen in the future by measuring the inputs or drivers of future outcomes or results. They are difficult to measure but easy to influence. They are useful for forecasting and influencing performance. References: ITIL 4 Leader: Digital and IT Strategy, page 83-84

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ITIL 4 Leader: Digital & IT Strategy emphasizes the importance of customer analytics in understanding behavior and identifying improvement opportunities. The most insightful approach involvescorrelating diverse data sets, such as product/service usage, support interactions, and environmental or contextual factors (e.g., time of day, device type, geography). This holistic view helps uncover root causes of customer pain points and new service demands. While options C and D represent useful sources of data, A provides a more integrated and strategic analytical approach. B is incorrect, as subjective feedback can also yield valuable insights.

A digital task force is a cross-functional team that is responsible for defining and implementing a large scale digital transformation programme. This can help ensure that the programme is aligned with the organization’s vision and strategy, has clear objectives and scope, follows a structured approach, leverages best practices and innovation, and delivers value to the organization and its stakeholders. References: ITIL 4 Leader: Digital and IT Strategy, page 47-48

Digital technology includes the use of hardware and software to store, retrieve, transmit, and manipulate data. It is one of the components of digital transformation, which is the use of digital technology to create new or modify existing business processes, culture, and customer experiences. Digital strategy is the plan for how an organization will use digital technology to achieve its goals and objectives. Digital business is the business model that leverages digital technology to create value for customers and stakeholders. References: ITIL 4 Leader: Digital and IT Strategy, page 5-6

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ITIL 4 emphasizes that digital and IT strategies must becontinually generated and adapteddue to the rapidly evolving technology landscape, market dynamics, and customer expectations. Unlike traditional strategies updated annually or quarterly, a continual strategy management approach allows organizations to stay agile and resilient. Option C best aligns with ITIL 4’s adaptive operating model, where strategic planning and execution are iterative and responsive to internal and external changes.