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You are the CEO of a logistics major facing severe backlash over the treatment of the warehouse workers. For past two decades, the company had been known for the best Supply Chain Services through the optimised network of warehouses. Recently, the leader of opposition has been targeting the company for workplace practices in the supply chain industry. He is seeking information about the working conditions in the warehouses. Income inequality resonates strongly with voters now. Earlier today, leader of the opposition tweeted out a link asking employees of the company to anonymously share their experiences working for the company. You had instructed everyone to be tight-lipped about these matters. Still the company has been on the defensive since the opposition leader made it his pet project. The PR team has tried to counter this by flooding all discussions through an army of Twitter accounts claiming to be warehouse workers sending out positive messages about the company. The PR team also says the company could be the central theme for the opposition party’s election platform this year. What is the most immediate action that you want to take now?
You are the CFO of an American company that designs, develops, and sells radio receivers (commonly called wearable radio devices) and phonographs. The disc phonograph record was the dominant audio recording format throughout most of the 20th century. In the 1980s, phonograph use on a standard record player declined sharply due to the rise of the cassette tape, compact disc, and other digital recording formats. However, records are still a favorite format for some audiophiles, DJs and turntablists (particularly in hip hop and electronic dance music), and have undergone a revival in the 2010s. Similarly, radio has seen a revival. The co-founders had great charisma and had successfully turned the brand from innovation focused into a fashion icon that commanded a price premium. Even models older than four years were being snapped up in less wealthy countries. You are now grappling with the toughest challenge since replacing a co-founder. You had anticipated some of the problems as international business was moving towards multiple trade wars. The company had hoped to offset slowing demand for most important product line by raising the prices, but that strategy seems to have backfired after sales sagged during the mid-June to October season, when there are a peak number of parties across the world. This led to the firm’s first party season revenue decline since 2000. The head of sales blamed sales decline on a mix of factors, including a slowdown in China, foreign exchange rates and a popular battery replacement programme for one of the models. The stock has lost one-third of its value in less than three months. The CEO just had a meeting with you for your opinion on what as a CFO you want the company to do. “Don’t get distracted,” the CEO said. “There are too many people who want credit without responsibility. Be different. Leave something worthy.”

What would you recommend?
You are Head of Strategy for the largest for-profit managed health-care company in India. The company reported strong, well-balanced revenue and earnings growth across its businesses, continuing the trend of the last several years. There is considerable financial momentum, improving the consumer position and customer experience, applying rigorous promoter disciplines within a culture built to serve people's most fundamental need -- good health. The company is executing well its mission to help people live healthier lives; make the health system produce value for people in society, overall, and provide strong returns for the shareholders. It has confidence in the ability to continue to advance the fundamental performance and profitable growth, leading to an increase in the outlook for full-year adjusted earnings. It is constantly developing and refining the differentiated set of core capabilities, enriching, integrating and applying deep proprietary information sets to improve engagement and clinical decision-making, embedding modern analytics and technologies across the system to make it more interoperable, transparent and efficient. You have to prioritise development of competencies that will sustain the dominant position. i. Internet of healthcare things (IoHT): Connected medical health devices with the ease and accessibility of consumer health wearables ii. AI that will improve healthcare and cut costs through quicker access to life-saving medical data, and reducing paperwork iii. Integration of insurance and clinic data to save money, time and stress for patients iv. Deploy hospital navigation and experiential wayfinding to improve efficiency and experience How will you prioritize the initiatives?
Catherine is the chief risk officer of a large group of insurance and financial services companies throughout the world with corporate headquarters in Illinois, United States. The company is the largest property and casualty insurance provider in the world with 27% market share. The insurance conglomerate released a TV ad that is a thinly-veiled attack on a well-funded InsureTech (a combination of insurance and technology) start-up that boasts of a wide use of AI-based chatbots for customer service. The conglomerate, instead, prides itself on its 19,000 human agents. In the ad, an insurance agent says: Budget insurance companies are building these cheap, knockoff robots to compete with us. These bots don’t have the compassion of a real human agent. Catherine is well appreciated for the lowest amount of catastrophe losses underwritten in a year of multiple weather catastrophes. As she looks forward to the future, she sees a lot of technologies the competitors are working on. A lot of the hype of autonomous vehicles has resulted in multiple IoT devices in automobiles and the security issues that come with it. These devices can be hacked to steal the automobiles. Such devices are currently in less than 1% of all vehicles on the road. They are expected to be in over 10 % of vehicles in 5 years. How should she deal with this risk?
You are a young and the new Managing Director of the Foundry division of a large firm which has been in the market for more than 20 years. You immediately identify that there is a huge gap among the different departments and the need to be ‘ME’ is very high. The concept of team work is in theory and not in practice by a mile. The team concept was also not followed by the Operational Chief as he liked to control every aspect and was more involved in transactional aspects on a day to day basis. This resulted in the company losing business and the long-standing name getting tarnished. What also came forth was that every decision-maker is technically highly competent with experience ranging from minimum 10 years to max 20 years, and one could not fault them individually. Being at the helm of things you become responsible to streamline the process, bring people in line and create an environment of oneness. What would you prefer to do at the initial stage:
You head the Strategic Planning department in a multinational financial services corporation that facilitates electronic funds transfers, through branded credit cards, gift cards, and debit cards. You are attending the annual general meeting. Constant dollar growth, adjusted for cross-border volume within Europe, was 9%, up 4 points from last quarter. Of the 4-point improvement, approximately three points were driven by cryptocurrency purchases. Despite the emergence of cryptocurrency as digital money that can be used to buy things, the company’s official position has been that cryptocurrency is not really money and it won’t touch it. Fiat currencies, such as the US dollar, are issued by governments as legal money. Cryptocurrency is not issued by anyone. In the current environment, cryptocurrency acceptance as payment is rather limited, but as prices have soared (See Bitcoin chart below), it’s become widely traded as a store of value, like gold. Banks are entering the crypto space. The list of established entities joining crypto has grown in recent times with technology companies working with international banks, allowing them to launch their own cryptocurrency offerings. Recently, the company signed a nonbinding letter of intent with 27 companies to join a "global currency and financial infrastructure based on Blockchain". While no one has yet officially joined, the company’s decision to enter cryptocurrency invoked ridicule or distrust, given how crypto competes directly with a payment-processor. We're in discussions and the ultimate decision to join will be determined by a number of factors, including obviously the ability of the association to satisfy all the requisite regulatory requirements. So, there's a tremendous amount to be finalized by you in order for the association to be value-adding and helpful. The biggest challenge area where you have to invest is simply getting feet on the street and getting people out there to understand what the capabilities are and bringing various solutions to them that they might not have anticipated. What should be the company’s position?

You are the president of a Gaming Company that makes a series of video game consoles and also represents applications (games), a subscription service for value-added services and game development Studios. Gaming revenue was lower than expected this year driven by lower console sales and monetization across third-party titles. You are coming out with an ambitious attempt to bridge the gap that every other cloud gaming service of the past couple years has tried to tackle. Cloud gaming is actually an old idea: Over the past decade, the idea has been laughed at time and again due to technological and economic constraints. The intention with the product is to not substitute recreation consoles and instead empower players to determine when and how to play – whether or not that is on a console related to a 4K TV with full HDR assist and encompass sound, or on a smartphone on the bus. The market is the world’s two billion gamers. The value is to play the games they want, with anyone, anywhere, on any device with the new game streaming service. In comparison, the Monthly Active Users on the subscription service for consoles increased to a record 65 million, with the highest number of users-to-date. It will bring popular video games to a new generation of mobile gamers. The game library can deliver differentiated content on both console and PC. As you might expect, it is designed to offer high-end gaming experiences to any screen, though the company is starting with first-party titles and Android as the client. The project has entered public trials with launch timed for this Christmas. You hear sudden news that a cloud service company has launched a competing product. At launch, users will be able to play on laptops or PCs with a browser with the most limited library possible; just one game, to start. Most of the reviews contain the phrase this was supposed to be like Netflix. By being the first to launch, it has also posed itself as a formidable adversary. There is an abandoned project in the company that let users stream games from their own console to other devices in and outside their home. This project could go-to market in three months. Diverting development team to this project will delay the cloud gaming service by six months but will act as a counterpunch to the competitor’s move. How will you react to this challenge?
You are the Chief People Officer of an information technology company that gets revenue from B2B and B2C advertising shown on the internet, mobile apps and other digital media. Part of the company’s mission is to “… organise the information in India’s indigenous literature…” Inspired by the tech giants of California, you have worked to develop a unique culture -- an adult playground, not a place for work. The HR team believes that the baffling brainteasers and other such off-the-wall interview approaches used by some firms use to pick out candidates with exceptional cognitive skills are a waste of time. You understand the culture of the 21,000-strong organization should inspire the iteration of ideas to address complex technical challenges. In addition, it should embrace inclusivity, individual thinking and creativity. The HR team believes that the way the company thinks about its people and promotes personal fulfilment are equally important elements of its employer brand. There is help for the engineers to devote time to work on independent projects. You understand that these people are good with ideas and code, yet not good with people. This has led to a highly talented group of employees being assembled for what they believe are ideals to be pursued. There is great pride in the company culture and prospective employees embrace it as one of the firm’s fundamental strengths. In future, this culture and the employer branding will be vital as the company strives to address significant challenges across systems design, artificial intelligence, machine learning, data mining, networking, software engineering, testing, distributed systems, cluster design and other areas. The company should continue to be known for good training, interesting job content, career progression opportunities and pleasant work atmosphere. The Department of Labor has opened an in-progress investigation of allegations suggesting “systemic compensation disparities against darker skinned employees, especially against darker-skinned women”. It has requested data on all employees as part of its investigation of equal pay. The legal counsel recommends going to higher courts, stating that the Labor Department’s demand for data is too broad and could violate workers' privacy. What is the best response among the options below?
You are the Chief Product Officer in an Internet technology company operating several machine learning-enabled content platforms. Under your tenure, your company achieved dominance by combining social media, mobile, cloud, and big data technology. You joined in 2009 as Vice-President of Engineering after it acquired your previous startup. You took the proprietary AI technology, which initially focused on greater facial recognition capability and better ad targeting and repurposed it to address the problem of false, misleading, and inappropriate content including nudity. Despite fumbles because of a “grow at all costs” mentality, the content platform is growing because options are limited. The video app already has a bigger daily impact on the lives of some people than their government. You have become a regular in 40 under 40 lists. As you refresh the internal report on the top technology trends to watch, one of the things you find most interesting is how technologies build upon and accelerate each other. The foray into payments through the video app is even more problematic than it appears. It uses Edge computing; where information processing and content collection and delivery are placed closer to the sources of the information. In this case the smartphone will do most of computing and the idea is that keeping traffic local will reduce latency. As of now, it will be linked to ‘pseudonymous’ wallets. But you know that later it has to do identity verification due to regulations. This has implications for digital identity and privacy. You believe that the app, as designed now, is increasing the risk of, and damage from, sexual predators. Unlike others in your team, you do not see the whole issue as a public relations problem, a legal matter or a regulatory compliance question. The issue, you feel, is one of trust. As a society, we wrestle with a number of moral dilemmas that are part of digital ethics. The magnitude and weight of uncertainty in our digitally-transformed future is striking. Aside from the more dangerous predictions of science fiction doomsday scenarios, AI introduces uncharted moral and ethical dilemmas. What do you do to prevent the situation from spiralling into a crisis?
You are the Head of Marketing at an oil and gas corporation and have been with the company 19 years. You are now looking at the performance of extended-life lubricants. It used to be run as a B2B business, where large stockists and service stations drive Sales. You are in the third year of a five-year plan to create a pull for the product from customers rather than keep the push going from the Sales Team. The brand now has a constant online presence year-round. Content marketing through premium materials in the form of photos, videos, animations, infographics, blogs, articles, White Papers, audiobooks and other formats. You have even hired digital, ad-tech, and mar-tech experts. Now that the third year is closing, you are unable to analyse and optimise the RoI of the activities. You can definitely see a higher B2C pull for the Lubricant Brand. Now, you are unable to deep-dive and identify the true drivers of the impact. For many years, the CMO seat has been the hottest in the C- Suite. There are three reasons for the attrition; both voluntary and involuntary: 1] Confusion in the financial return of marketing/branding through conflicting numbers 2] A lack of familiarity with new marketing and brand research techniques 3] Unreasonable expectations from sales brochures of ad-tech and mar-tech brochures You feel that times were better when you had one Ad agency taking care of all marketing activities. As part of the cost optimisation efforts, the company has moved all outsourced services in-house. Currently your teams are structured on single marketing channel. The in- house marketing intelligence team is overwhelmed by stakeholders who keep bringing in the best data points for their team. They have the authority of the specific technological stack that their team prefers. You are worried about this creating a silo mentality in your team, so you decide to:
Preservatives are commonly added to cosmetic products used on hair and skin. Some preservatives used by your organization function like weak versions of human hormones. Your company is planning to launch a new line of cosmetics without preservatives. The product team believes that consumers who have adverse reactions to externally-applied hormones can safely use these preservative-free products without risking their health. Which of the following is a key assumption you want to test before taking it up with seniors?
You are the CEO of an organisation and the businesses are wide spread. Naturally, not all locations do well. During the annual general meeting, the activist investors will question you regarding some of the locations. Your approach would be?
Four years ago, officials in Denia effected a landmark fireworks law to combat an explosion of illegal fireworks used in the country’s major cities. Primarily, the legislation created new controls for stopping the entry of illegal fireworks from the neighbouring country of Laff, a major producer of rockets. However, there has been no major drop in illegal fireworks use over the past year in the country’s major cities; in fact, fireworks accidents have gone up slightly in that period. Which of the following, if true, explains how the fireworks law could have been positive despite the recent data?
Your university finance team wants to reduce exactly five of eight areas of outlay—A, B, C, D, M, N, P, and S — in line with the following conditions: i. If both B and S are reduced, D is also reduced. ii. If N is reduced, neither A nor S is reduced. iii. If P is reduced, C is not reduced. iv. Of the three areas C, M, and A, exactly two are reduced. If both M and A are reduced, which one of the following is a pair of areas neither of which could be reduced?
Your company’s CSR team awards donations in exactly four areas—healthcare, research, environment, and youth engagement—each contribution being in one of these areas. One or more grants are awarded in each of the four quarters of a calendar year. Additionally, over the course of a calendar year: i. Grants are awarded in all four areas. ii. No more than six grants are awarded. iii. No grants in the same area are awarded in the same quarter or in consecutive quarters. iv. Exactly two healthcare grants are awarded. v. An environment grant is awarded in the second quarter. If an environment grant and a youth engagement grant are awarded in the same quarter of a particular calendar year, then any of the following could be true that year EXCEPT:

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