PeopleCert ITIL-4-DITS - ITIL 4 Leader: Digital & IT Strategy Exam

Comprehensive and Detailed Explanation From Exact Extract:

The ITIL 4 Leader: Digital & IT Strategy guidance promotes a strategic approach to digital risk-taking. While completely avoiding digital risks (C) can lead to stagnation, the best path is to takesmall, calculated risks(D), allowing for innovation with managed exposure. This enables agility while minimizing negative impacts. Over-investing (B) or having a narrow focus on internal assets (A) does not provide a balanced or strategic view of digital risk management.

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

Well-trained service desk staff with a broad set of skills are an important factor to consider to ensure that the service provider has the capability to provide the service. They are the main point of contact for customers and users, and they need to be able to handle different types of requests, issues, and feedback. They also need to be able to support the highest level of support to users, which requires technical, communication, and problem-solving skills. References: ITIL 4 Leader: Digital and IT Strategy, page 67-68

Comprehensive and Detailed Explanation From Exact Extract:

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.

Synergism is a parallel model that is based on using the income generated by an existing business model to fund a new digital business model until it can fund itself. It is a way of balancing the risks and rewards of innovation and disruption by creating a synergy between the old and the new business models. References: ITIL 4 Leader: Digital and IT Strategy, page 39

Comprehensive and Detailed Explanation From Exact Extract:

The scenario describes using technology to analyze howpeoplebehave—internally, that refers to employees. To driveoperational excellence, the organization needs to focus on improving internal processes, workforce effectiveness, and productivity. The ITIL 4 guidance emphasizes usingEmployee 360analytics to optimize internal operations, identify inefficiencies, and enable better resource management. In contrast, Customer 360 and omnichannel delivery focus on external customer experience, and modernization addresses infrastructure—not behavior-driven operational improvement. This aligns with the ITIL principle that internal visibility supports operational efficiency and service reliability.

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

Comprehensive and Detailed Explanation From Exact Extract:

This scenario represents aresource-based advantage: the organization leverages proprietary, non-replicable internal resources—both technical and organizational—that deliver sustained competitive advantage. According to the ITIL sample rationales, resource-based advantages are defined as "organizations rely on … resources that other organizations do not… valuable, rare, non-replicable, durable, and organization-specific"