Platform Strategy Designer Advanced Practice Exam: Hard Questions 2025

A global manufacturer wants to replace a patchwork of spreadsheets used by 12 regional sales teams. Executives insist the first release must prove value in 8 weeks, but the long-term vision includes integrating ERP, partner onboarding, and analytics. Stakeholders disagree on what “done” means, and each region has different definitions of pipeline stages. As the Platform Strategy Designer, what is the BEST next step to reduce delivery risk while maintaining strategic alignment?

A nonprofit is considering consolidating three independent Salesforce orgs (Fundraising, Programs, and Volunteer Management) into a single org. The current pain is inconsistent reporting across orgs, but each org has unique security needs, custom objects, and integration patterns. The CIO also worries about a “mega-org” becoming ungovernable. Which discovery artifact is MOST useful to drive an evidence-based decision on consolidation vs. multi-org, beyond stakeholder opinions?

A healthcare company wants to use Salesforce as a shared platform for multiple product lines. One product line requires strict access controls and a distinct release cadence due to regulatory validation. Another product line needs rapid iteration and frequent UI changes. Leadership wants a single “customer view” and consistent service experience. What strategy best reconciles these competing needs while preserving a unified experience?

A retail enterprise has an established enterprise architecture principle: “Minimize customization; favor configuration and standard capabilities.” A new business unit demands complex, highly tailored quoting steps and wants to build extensive custom logic. The sponsor threatens to leave the platform if denied. As the Platform Strategy Designer, what is the BEST approach to keep the platform strategy intact while addressing the business need?

A financial services firm is planning a 2-year roadmap for migrating from a legacy CRM. Leadership wants clear guidance on sequencing: data migration, integrations, process redesign, reporting, and change management. The firm has low tolerance for operational disruption, and branch users have historically resisted new tools. Which roadmap approach is MOST likely to succeed?

A company wants to standardize “Account” across business units, but each unit currently uses different identifiers and different definitions of what constitutes an account (legal entity vs. household vs. site). They also need accurate reporting and integration to multiple downstream systems. What is the BEST solution design decision to reduce long-term data quality and integration risk?

A sales organization needs a guided selling experience with dynamic steps based on product, region, and risk score. The team proposes heavy Apex customization and multiple Lightning pages. Leadership also wants the solution to be maintainable by admins and adaptable as the business changes quarterly. Which design choice BEST aligns with these constraints?

After an initial rollout, users complain that reports don’t match finance numbers. Investigation shows multiple integrations updating key fields with different timing, plus users overwriting values manually. The company wants a reliable “system of record” for certain fields while still allowing local edits for others. What is the BEST design approach to resolve this issue sustainably?

A program team insists on building custom objects and automation immediately. However, executive sponsors are concerned about adoption and want to ensure the solution reflects real user workflows. In workshops, stakeholders talk past each other: executives speak in outcomes, while users describe click-by-click steps. What is the MOST effective facilitation technique to align both groups and drive actionable decisions?

A multinational rollout is failing because regional leaders feel the global template ignores local compliance and language needs. The central team believes regions are resisting change. Tension is high, and adoption metrics are dropping. What is the BEST communication and governance intervention to get the program back on track?