Anorganization with a different business unit for each of its productsis an example of adivisional organizational structure, where divisions are typically based on products, services, or markets.

Measuring and reporting customer satisfactionwith closed incidents focuses directly on theoutcomes and value deliveredto customers, which is the essence of results-based measurement.

The best way is to ensure that solutions provided by suppliers are captured and shared within the support team (B). The ITIL 4 Specialist: Create, Deliver and Support guide (Section 4.3.4) recommends knowledge management as a key practice to reduce reliance on external suppliers by documenting and disseminating resolutions, thereby decreasing response times and costs for recurring incidents. This approach builds internal capability, minimizing delays from supplier coordination. Option A delays resolution; option C depends on supplier action beyond the manager’s control; and option D, while beneficial, is a validation step that doesn’t address knowledge retention. The guide underscores the importance of a knowledge base in incident management.

Nearshoringinvolves sourcing services from a supplier in anearby countrywithsimilar working hours, facilitating easier communication and collaboration.

The best strategic approach is to invest in targeted training programmes for existing staff in relevant emerging technologies (B). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 3.3.2) states: "Investing in training leverages existing staff knowledge, aligns competencies with new market needs, and ensures cultural continuity, which is critical during expansion." This is cost-effective and builds internal capability, unlike option A (expensive hiring), option C (relinquishes control), or option D (disruptive restructuring). The guide notes: "Skill development supports the service value system’s adaptability."

Service level managementfocuses on understanding and capturing customer expectations and experiences, making it the practice most likely toidentify dissatisfactionandinitiate improvement actions.

The service provider should integrate all channels to support smooth switching between them for users and support agents (C). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 4.2.2) emphasizes the importance of a unified service desk experience, where channel integration enables a seamless omnichannel approach. This reduces the team’s monitoring burden by centralizing interactions, ensures timely responses through a single queue or dashboard, and addresses user complaints by maintaining flexibility across preferred channels. Option A risks alienating users who rely on less popular channels; option B increases resource demands without addressing root issues; and option D limits user choice, potentially worsening satisfaction. The guide highlights that effective channel management enhances service desk efficiency, a critical aspect of supporting diverse customer bases.

This approach is most closely aligned with the guiding principle of progress iteratively with feedback (B). The ITIL 4 Specialist: Create, Deliver and Support guide (Section 2.1.2) states: "Progress iteratively with feedback involves delivering work in smaller increments, using feedback from users to refine and improve services, ensuring alignment with needs and enhancing value stream efficiency." The two-week updates and user input exemplify this principle, contrasting with option A (holistic focus), option C (value focus without iteration), or option D (automation emphasis). The guide adds: "This principle supports rapid adaptation and quality improvement."

The approach that may help is shift-left (C). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 3.3.1) states: "The shift-left approach moves support activities to frontline teams or users through self-service or enhanced first-line capabilities, reducing resolution times by minimizing escalations to specialists." This directly addresses the scenario, unlike option A (prioritization method), option B (team collaboration), or option D (automation tool). The guide notes: "Shift-left enhances efficiency and user empowerment in incident management."

The firm should develop a dynamic prioritization model that assesses the impact and urgency of each ticket (B). The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 4.2.1) recommends prioritizing based on business impact and urgency to optimize support workflows and enhance customer satisfaction. Option A is static and ineffective; option C disrupts service; and option D restricts access, worsening dissatisfaction.

Improving the filtering of operations data reduces the noise from irrelevant events, allowing the operations team to focus on critical events and prevent breaches of service level targets.

Ideationinvolves generating a wide range of ideas and then analyzing and selecting the best solution to move forward in the design thinking process.

Incorporating the organization’s vision into the team culturealigns individual efforts with organizational goals, ensuring that team members focus on work that contributes to overall success rather than personal interests.

Customer orientationensures that individual and team objectives are aligned withanticipating and meeting customer needs, directly supporting the organization's goal.

Continuous integrationresolves delays by ensuring that developers frequently merge their code into ashared repository, enabling earlier detection of issues and smoother collaboration.

The best approach is that deployment management plays an important role in any value stream requiring transition of service components to the production environment (C). According to the ITIL 4 Specialist: Create, Deliver and Support guide (Section 3.2.2), deployment management ensures smooth transitions across value streams, including creation, delivery, and support, not just new service creation. Options A and B are too restrictive, and option D is incorrect as deployment can support incident resolution indirectly.

The manager should prioritize ensuring that diverse team cultures are aligned with the company’s values (B). This approach fosters inclusivity while maintaining a cohesive framework that supports service delivery goals. The ITIL 4 Specialist: Create, Deliver and Support documentation (Section 4.3.2) highlights that effective team management involves aligning diverse cultural perspectives with organizational values to enhance collaboration and service quality. Option A imposes a uniform culture, which may suppress diversity; option C lacks structure, risking inefficiency; and option D adjusts the corporate culture excessively, potentially diluting its integrity.

Topic-based forumsenable structuredtwo-way communicationbetween users and the product team, allowing users to ask questions and provide feedback directly.