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Platform Strategy Designer

Checklist progress

0/123Learned

Platform Strategy Designer

Study Checklist

  • Platform Administrator
  • Platform App Builder
  • Platform Foundations
  • Platform Developer
  • Platform Administrator II
  • Agentforce Sales Consultant
  • Agentforce Service Consultant
  • Platform Data Architect
  • Platform Development Lifecycle and Deployment Architect
  • Platform Identity and Access Management Architect
  • Platform Integration Architect
  • Platform Sharing and Visibility Architect
  • Heroku Architect
  • B2C Solution Architect
  • Experience Cloud Consultant
  • Agentforce Field Service and Operations Consultant
  • Agentforce Nonprofit Consultant
  • Data 360 Consultant
  • Omnistudio Consultant
  • CRM Analytics and Einstein Discovery Consultant
  • Platform User Experience Designer
  • Platform Strategy Designer
  • B2C Commerce Developer
  • JavaScript Developer
  • Omnistudio Developer
  • Platform Developer II
  • Marketing Cloud Engagement Administrator
  • Marketing Cloud Engagement Specialist
  • Marketing Cloud Engagement Consultant
  • Agentforce Sales Foundations
  • Business Analyst
  • Marketing Cloud Engagement Developer
  • Marketing Cloud Engagement Foundations
  • Agentforce Specialist
  • Agentforce Life Sciences Consultant
  • B2B Commerce Administrator AP
  • B2B Commerce Developer AP
  • Agentforce Consumer Goods AP
  • Agentforce Financial Services AP
  • Agentforce Health AP
  • Agentforce Manufacturing AP
  • MuleSoft Integration Foundations
  • MuleSoft Developer
  • MuleSoft Developer II
  • MuleSoft Platform Integration Architect
  • MuleSoft Platform Architect
  • Tableau Desktop Foundations
  • Tableau Data Analyst
  • Tableau Consultant
  • Tableau Server Administrator
  • Tableau Architect

Checklist progress

0/123Learned

  • What a challenge statement is and how it differs from a POV — sets the design engagement's scope and altitude
  • How to construct a challenge statement that pairs a measurable business objective with a specific user problem, and how altitude determines scope breadth
  • Identifying which elements (business goal, user need, constraints) belong in a challenge statement versus a project brief or requirements document
  • Reframing a client-provided problem statement into a valid challenge statement by shifting from a solution description to a problem/opportunity framing
  • Distinguishing between challenge statements that are scoped too broadly (strategic) versus too narrowly (tactical) for a given design engagement
  • Choosing the right altitude for a challenge statement when a client has both a near-term operational problem and a longer-term strategic goal
  • How to frame a challenge statement when the business objective and user problem are misaligned or in tension
  • What a Point of View (POV) statement is — synthesizes user research into an insight-driven problem declaration
  • Differentiating leading indicators (signals) from lagging indicators (metrics) when defining success criteria for a design initiative
  • Identifying early behavioral or adoption signals that indicate a solution is on track before lagging KPIs can be measured
  • Selecting appropriate quantitative and qualitative success metrics that are directly tied to the challenge statement's stated business objective and user problem
  • Distinguishing vanity metrics from actionable metrics in the context of a Salesforce platform design project
  • Determining when success signals should be validated through qualitative user feedback versus quantitative usage analytics
  • How to handle conflicting success metrics when business stakeholders and end users define value differently
  • Recognizing when organizational maturity (e.g., low design or digital literacy) requires the strategy designer to adapt their methods and vocabulary before proceeding
  • Assessing when an organization's change readiness or cultural resistance to innovation should shift the design approach from ambitious to incremental
  • Identifying how executive sponsorship gaps or competing priorities between business units should alter the strategy designer's recommended approach
  • How internal power dynamics (e.g., a influential skeptic stakeholder) should influence scope and stakeholder engagement strategy
  • How organizational siloing between departments influences which co-design or alignment approach to recommend
  • Evaluating how the presence or absence of a dedicated product owner within the client organization affects the recommended design engagement model
  • Using macro-trend analysis (e.g., shifts in customer expectations, emerging technology) to reframe or elevate an organization's design challenge
  • Identifying how regulatory, compliance, or legal constraints in an organization's external environment should influence platform strategy direction
  • Using analogous inspiration from other industries or organizations to reframe an innovation challenge or expand the range of strategic options
  • How economic conditions or budget constraints external to a project should influence prioritization of innovation opportunities
  • How competitive market pressure or industry disruption should be factored into a strategy designer's recommendation for the scope and urgency of an innovation initiative
  • Distinguishing between external signals that require urgent strategic pivots versus those that should inform long-horizon roadmap adjustments
  • Structuring a rationale for a recommended strategic direction that explicitly addresses both business value and user value simultaneously
  • Using evidence types (user research data, business benchmarks, analogous precedents) to bolster the credibility of a strategic recommendation
  • Synthesizing qualitative user research findings and quantitative business data into a unified insight that supports a strategic recommendation
  • How to present trade-offs between two competing strategic directions and justify a recommendation when no option perfectly satisfies all constraints
  • Anticipating and addressing second-order consequences (future implications) when defending a strategic recommendation to skeptical stakeholders
  • Identifying when a strategic direction recommendation should be reframed or abandoned based on new information that emerges during stakeholder review
  • The role of inclusive design principles in ensuring solutions serve users with varying abilities and circumstances
  • Applying an equity lens to user research recruitment and synthesis to avoid designing solutions that reinforce existing systemic biases
  • Identifying ethical tensions between organizational business goals and user privacy, autonomy, or wellbeing, and recommending appropriate resolution strategies
  • Balancing the organization's reputational or brand values against short-term commercial incentives in a design strategy recommendation
  • How a strategy designer should handle a situation where a requested feature could create unintended harm to users, even if it satisfies the stated business objective
  • How to advocate for marginalized or underrepresented user groups when their needs conflict with the preferences of primary business stakeholders
  • Recognizing when a proposed Salesforce solution design raises data ethics concerns (e.g., surveillance, bias in automation) and determining the appropriate escalation path

Given a business need, connect user needs to high-level Salesforce capabilities.

0/5

  • Mapping a stated user problem or business need to the appropriate high-level Salesforce product or cloud capability (e.g., Service Cloud for case management, Experience Cloud for self-service portals)
  • Using a capability map to bridge the gap between abstract user needs (e.g., 'faster resolution of customer issues') and specific Salesforce features or clouds
  • Differentiating between Salesforce platform capabilities that address operational needs versus strategic transformation needs
  • Translating qualitative user research findings into a prioritized list of platform capability requirements
  • Identifying when a user need cannot be met by Salesforce out-of-the-box capabilities and what that implies for the strategy recommendation

Given a customer scenario, determine the criteria for feasibility, desirability, and viability within a user experience.

0/7

  • What feasibility means in the innovation sweet spot framework (can we build it?)
  • What desirability means in the innovation sweet spot framework (do users want it?)
  • What viability means in the innovation sweet spot framework (will it sustain the business?)
  • Applying the innovation sweet spot framework (feasibility, desirability, viability) to evaluate competing design options and selecting the best fit
  • Identifying which of the three criteria (feasibility, desirability, viability) is the binding constraint in a given scenario and how that shapes the recommended design approach
  • Evaluating a UX recommendation against viability criteria such as total cost of ownership, licensing implications, and organizational capacity to maintain the solution
  • How to handle a scenario where a solution scores high on desirability and viability but has significant feasibility constraints given the organization's current technical state

Given a customer scenario, identify the best methods of co-creation to employ with customers and stakeholders.

0/12

Distinguishing when to use generative co-creation methods (e.g., ideation workshops) versus evaluative co-creation methods (e.g., concept testing with users)

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Selecting the most appropriate co-creation method (e.g., design sprint, workshop, user interviews, journey mapping session) based on project phase and stakeholder dynamics

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Identifying when end users versus internal stakeholders should be primary participants in a co-creation activity, and the risks of each choice

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How to structure a journey mapping workshop to surface unmet user needs and align stakeholders on opportunity areas

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Using design sprints to rapidly test strategic hypotheses within a constrained timeframe when there is organizational uncertainty about direction

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Using How Might We statements as tools within co-creation sessions

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Using affinity mapping as a tool within co-creation sessions

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How to use affinity mapping to synthesize large volumes of research observations or workshop outputs into thematic clusters that reveal underlying patterns

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Using prioritization matrices as tools within co-creation sessions

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Using prioritization techniques (e.g., impact/effort matrix, dot voting, MoSCoW) to help a cross-functional group converge on the most promising ideas after a generative session

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Choosing between low-fidelity (paper prototype, storyboard) and high-fidelity (clickable prototype) artifacts for different co-creation and validation contexts

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Adapting co-creation facilitation techniques when key stakeholders are remote, time-constrained, or resistant to participatory design methods

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  • Crafting a North Star vision statement that is specific enough to guide day-to-day design decisions but broad enough to remain stable across multiple implementation phases
  • Defining design principles as a team-aligned decision-making tool and distinguishing principles that are genuinely differentiating from generic platitudes
  • Using shared artifacts (e.g., vision statement, North Star metric, design principles) to create durable alignment across a cross-functional team
  • Determining when to pursue top-down alignment (executive mandate) versus bottom-up alignment (grassroots consensus) for a platform strategy initiative
  • Selecting the appropriate alignment strategy when different stakeholder groups have conflicting interpretations of the project goals
  • Using a RACI or decision rights framework to clarify ownership and reduce misalignment in cross-functional design initiatives
  • Identifying alignment anti-patterns such as false consensus and the HiPPO effect
  • Strategies for overcoming alignment anti-patterns in cross-functional design initiatives
  • How to re-establish alignment when scope creep or changing business conditions have caused team members to diverge on priorities
  • Mapping stakeholder influence and interest to identify whose buy-in is critical versus whose input is advisory in a design project
  • Using a stakeholder map or ecosystem map to surface hidden dependencies and relationships that could affect solution adoption
  • Identifying internal champions and change agents who can accelerate alignment and advocacy for a design vision
  • Cultivating executive sponsorship for a design-led initiative by translating design vision into business outcomes that resonate with the sponsor's strategic priorities
  • Determining how to manage relationships with stakeholders who have high influence but low engagement with the design process
  • Recognizing when new stakeholder relationships need to be established mid-project due to organizational restructuring or project scope change
  • Navigating a shift in project ownership or sponsorship mid-engagement without losing design momentum or diluting the original vision
  • Selecting the appropriate narrative structure and level of abstraction for presenting a design vision to a C-suite audience versus a product team audience
  • Using storytelling techniques (personas, journey vignettes, future-state scenarios) to make a strategic vision concrete and emotionally resonant for stakeholders
  • Determining when to use visual artifacts (concept sketches, storyboards, prototypes) versus verbal or written narratives to communicate a vision most effectively
  • Calibrating the level of solution specificity in a vision presentation — knowing when to show a rough concept versus a polished prototype based on the audience's decision-making role
  • How to structure a readout or share-back session after a design sprint or discovery phase to maximize stakeholder engagement and decision-making
  • Anticipating and preparing for the most likely objections or questions from a specific audience type before delivering a strategic vision presentation
  • Adapting a vision presentation to an audience that is skeptical, technically focused, or resistant to design-led approaches
  • Distinguishing the Platform Strategy Designer's facilitation responsibilities from those of a project manager, scrum master, or business analyst in a cross-discipline engagement
  • Selecting collaboration tools and artifacts that bridge communication gaps between designers, technologists, and business stakeholders
  • Using shared design principles as a collaboration tool to align cross-discipline teams on decision-making criteria without requiring constant escalation
  • Using service blueprints or experience maps to create a shared understanding of end-to-end experience across cross-discipline teams
  • Facilitating a working session that includes participants with very different vocabulary and mental models to arrive at shared definitions and priorities
  • Developing and communicating a change management and adoption plan as an intangible deliverable that ensures the designed solution is actually used post-launch
  • Identifying when a team's collaboration breakdown is a tooling problem versus a cultural or process problem, and recommending the right intervention
  • Distinguishing between a product roadmap (feature-level) and a strategic roadmap (capability and outcome-level) and when each is appropriate for stakeholder communication
  • Using a minimum viable product (MVP) framing to agree on the smallest deliverable that still validates the core design hypothesis before a full roadmap commitment
  • Sequencing a multi-phase implementation roadmap so that each iteration delivers standalone value while progressing toward the long-term vision
  • Using dependency mapping to identify technical or organizational prerequisites that must be addressed before key roadmap milestones can be achieved
  • Identifying when a proposed feature or capability should be deferred to a later roadmap phase to preserve the integrity of the first release
  • How to balance stakeholder pressure for near-term deliverables against the risk of making decisions that foreclose future roadmap options
  • Maintaining vision fidelity across multiple delivery iterations when team composition or priorities shift between phases
  • Integrating strategic design artifacts (vision statement, design principles, future-state journey map) into Agile sprint ceremonies so that the development team retains design intent during build
  • Mapping business capabilities (e.g., customer segmentation, case escalation) to the Salesforce platform components required to enable them
  • Identifying the underlying technical capabilities (e.g., data architecture, integration layer, platform configuration) required to deliver a described strategic vision
  • Distinguishing between build, buy, and configure options as strategies for delivering a required business capability on the Salesforce platform
  • Assessing organizational readiness (people, process, technology) as a prerequisite to committing to a strategic capability investment
  • Identifying which technical capability gaps represent the highest risk to vision delivery and need to be addressed first
  • How to communicate technical capability requirements in business terms so that non-technical stakeholders can make informed investment decisions
  • Distinguishing the Platform Strategy Designer's role from the Business Analyst — vision creation vs requirements gathering
  • Distinguishing the Platform Strategy Designer's role from the UX Designer — strategic design vs design execution
  • Distinguishing the Platform Strategy Designer's role from the Project Manager — design ownership vs delivery orchestration
  • Distinguishing the Platform Strategy Designer's role from the Solution Architect — business design vs technical architecture
  • Facilitating productive tension between design ambition and technical constraints to reach solutions that are both visionary and buildable
  • Resolving handoff friction between strategy/design outputs and technical/build inputs through shared artifacts and clear translation conventions
  • Using definition of done and shared acceptance criteria as collaboration tools to align business and technical team members on quality standards
  • Using a design governance model or design review cadence to ensure that delivery-team decisions remain consistent with the approved strategic vision
  • How a Platform Strategy Designer should handle a conflict between a business stakeholder's requirements and the technical team's assessment of feasibility
  • Identifying when a design/build team's collaboration breakdown requires a process intervention versus a structural re-organization of roles
  • Distinguishing between knowledge infusion needed for vision creation (strategic, creative) versus knowledge needed for solution validation (technical, operational)
  • Determining which adjacent Salesforce roles (e.g., Solution Architect, Business Analyst, Developer) need to contribute to the vision creation phase versus the build phase
  • Structuring a multi-disciplinary team to ensure diverse perspectives are represented during divergent thinking phases without creating coordination overhead that stalls progress
  • Recognizing when a skills gap within the design team is introducing bias or blind spots into the vision, and recommending corrective action
  • Identifying when a design engagement requires external domain expertise (e.g., industry SME, data scientist, accessibility consultant) that the current team lacks
  • Using research, benchmarking, or analogous inspiration from outside the client's industry to infuse new knowledge into a stalled vision process

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Distinguishing when to use generative co-creation methods (e.g., ideation workshops) versus evaluative co-creation methods (e.g., concept testing with users)

Explainer

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Practice Question

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Next conceptSelecting the most appropriate co-creation method (e.g., design sprint, workshop, user interviews, journey mapping session) based on project phase and stakeholder dynamics

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Explainer

Co-creation invites external perspectives into the design process to generate ideas and solve problems together. Generative methods like ideation workshops focus on divergent thinking and creating new concepts, while evaluative methods like focus groups and consequence scanning help validate and narrow those concepts before investment. Choosing the right method depends on whether the goal is to explore possibilities or confirm value and feasibility.

Core information
  • Co-creation brings people outside the core team into the ideation process to leverage their intrinsic knowledge of the problem space.
More details and nuances
  • Co-creation sessions work best when the design team brings rough concepts to react to, rather than starting from a blank slate, to jump straight into solutions.