Strategic level · SCS

CIMA SCS past questions by sitting

Every sub-task from recent Strategic Case Study pre-seens, summarised in our own words and sorted by core activity. One sitting at a time, with the number of matching sub-tasks on each.

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May & Aug 2025 · Leothayre: showing 30 of 36 sub-tasks.

May & Aug 2025 · Leothayre

CIMA's post-exam materials for May & Aug 2025

Satellites · 30 sub-tasks shown

SCS past questions, May & Aug 2025 (Leothayre): task, core activity, topic and our summary
Task	Core activity	Topic	What was asked (our summary)
V1 · Task 1(a)	Core activity A: Strategy	Stakeholders	Whether campaigners' use of social media is a serious threat to the company.
V1 · Task 1(b)	Core activity B: Ecosystem and environment	Political risk	Managing political risk from a protest campaign in the countries where launches take place.
V1 · Task 2(a)	Core activity C: Financing	Share price and market reaction	Whether a fall in market value is a sound basis for predicting lost business.
V1 · Task 2(b)	Core activity D: Risk	Risk management and the risk register	Whether the campaign should have been in the risk register with a mitigation plan.
V1 · Task 3(a)	Core activity D: Risk	Ethics	Whether the company's environmental impact can be justified by its mission and vision.
V1 · Task 3(b)	Core activity E: Control environment	Boards, governance and pay	For and against an extra executive director for sustainability.
V2 · Task 1(a)	Core activity A: Strategy	Risk management and the risk register	How far two managers should be made to own the risks of signing a contract.
V2 · Task 1(b)	Core activity D: Risk	Ethics	Ethical conflicts for a manager and a client negotiating a contract.
V2 · Task 2(a)	Core activity B: Ecosystem and environment	Ecosystem and environment analysis	Difficulties analysing the technological, environmental and legal issues in a large bid.
V2 · Task 2(b)	Core activity C: Financing	Share price and market reaction	Relevance of rising sector share prices to a bid decision.
V2 · Task 3(a)	Core activity D: Risk	Boards, governance and pay	Arguments for introducing a whistleblowing policy.
V2 · Task 3(b)	Core activity E: Control environment	Internal audit	Internal audit work to make sure a whistleblowing policy works.
V3 · Task 1(a)	Core activity A: Strategy	Scenario planning	Scenario planning for possible outcomes of a major contract.
V3 · Task 1(b)	Core activity B: Ecosystem and environment	Currency risk	Responses to currency transaction risks on launch costs, receipts and monthly fees.
V3 · Task 2(a)	Core activity B: Ecosystem and environment	Stakeholders	Power and interest of two customers in the choice between their contracts.
V3 · Task 2(b)	Core activity C: Financing	Dividend policy	Managing a two-year dividend suspension if a large contract goes ahead.
V3 · Task 3(a)	Core activity D: Risk	Cyber and digital security	Risks of staff working remotely at a client's site and updating software over its network.
V3 · Task 3(b)	Core activity E: Control environment	Internal controls	Controls to reduce those remote working and network risks.
V4 · Task 1(a)	Core activity A: Strategy	Strategic choice, mission and SAF	Whether accepting a proposal means following an emergent strategy, and whether that suits the company.
V4 · Task 1(b)	Core activity B: Ecosystem and environment	Political risk	Political risks of a partner's proposal and how to manage them.
V4 · Task 2(a)	Core activity B: Ecosystem and environment	Strategic choice, mission and SAF	Evaluating a counter-proposal for suitability, acceptability and feasibility.
V4 · Task 2(b)	Core activity C: Financing	Raising finance	Best way to finance a large development, build and launch programme.
V4 · Task 3(a)	Core activity D: Risk	Ethics	Ethics of offering staff more pay to accept a dangerous assignment.
V4 · Task 3(b)	Core activity E: Control environment	Internal controls	Controls to reduce safety risks for staff on a dangerous assignment.
V5 · Task 1(a)	Core activity A: Strategy	Acquisitions and divestments	Whether the company has the key resources to make an acquisition work.
V5 · Task 1(b)	Core activity C: Financing	Acquisitions and divestments	Difficulties negotiating share exchange terms for an acquisition.
V5 · Task 2(a)	Core activity C: Financing	Strategic choice, mission and SAF	Suitability, acceptability and feasibility of an acquisition whose key product has no full prototype.
V5 · Task 2(b)	Core activity B: Ecosystem and environment	Scenario planning	Scenario planning for possible events after an acquisition by share exchange.
V5 · Task 3(a)	Core activity D: Risk	ESG and non-financial capitals	Whether to mention a prototype launch in intellectual, human and social capital disclosures.
V5 · Task 3(b)	Core activity E: Control environment	Boards, governance and pay	Whether, and how, the acquired company's directors should be represented on the board.

V1 · Task 1(a)Core activity A: Strategy
Whether campaigners' use of social media is a serious threat to the company.
Stakeholders
V1 · Task 1(b)Core activity B: Ecosystem and environment
Managing political risk from a protest campaign in the countries where launches take place.
Political risk
V1 · Task 2(a)Core activity C: Financing
Whether a fall in market value is a sound basis for predicting lost business.
Share price and market reaction
V1 · Task 2(b)Core activity D: Risk
Whether the campaign should have been in the risk register with a mitigation plan.
Risk management and the risk register
V1 · Task 3(a)Core activity D: Risk
Whether the company's environmental impact can be justified by its mission and vision.
Ethics
V1 · Task 3(b)Core activity E: Control environment
For and against an extra executive director for sustainability.
Boards, governance and pay
V2 · Task 1(a)Core activity A: Strategy
How far two managers should be made to own the risks of signing a contract.
Risk management and the risk register
V2 · Task 1(b)Core activity D: Risk
Ethical conflicts for a manager and a client negotiating a contract.
Ethics
V2 · Task 2(a)Core activity B: Ecosystem and environment
Difficulties analysing the technological, environmental and legal issues in a large bid.
Ecosystem and environment analysis
V2 · Task 2(b)Core activity C: Financing
Relevance of rising sector share prices to a bid decision.
Share price and market reaction
V2 · Task 3(a)Core activity D: Risk
Arguments for introducing a whistleblowing policy.
Boards, governance and pay
V2 · Task 3(b)Core activity E: Control environment
Internal audit work to make sure a whistleblowing policy works.
Internal audit
V3 · Task 1(a)Core activity A: Strategy
Scenario planning for possible outcomes of a major contract.
Scenario planning
V3 · Task 1(b)Core activity B: Ecosystem and environment
Responses to currency transaction risks on launch costs, receipts and monthly fees.
Currency risk
V3 · Task 2(a)Core activity B: Ecosystem and environment
Power and interest of two customers in the choice between their contracts.
Stakeholders
V3 · Task 2(b)Core activity C: Financing
Managing a two-year dividend suspension if a large contract goes ahead.
Dividend policy
V3 · Task 3(a)Core activity D: Risk
Risks of staff working remotely at a client's site and updating software over its network.
Cyber and digital security
V3 · Task 3(b)Core activity E: Control environment
Controls to reduce those remote working and network risks.
Internal controls
V4 · Task 1(a)Core activity A: Strategy
Whether accepting a proposal means following an emergent strategy, and whether that suits the company.
Strategic choice, mission and SAF
V4 · Task 1(b)Core activity B: Ecosystem and environment
Political risks of a partner's proposal and how to manage them.
Political risk
V4 · Task 2(a)Core activity B: Ecosystem and environment
Evaluating a counter-proposal for suitability, acceptability and feasibility.
Strategic choice, mission and SAF
V4 · Task 2(b)Core activity C: Financing
Best way to finance a large development, build and launch programme.
Raising finance
V4 · Task 3(a)Core activity D: Risk
Ethics of offering staff more pay to accept a dangerous assignment.
Ethics
V4 · Task 3(b)Core activity E: Control environment
Controls to reduce safety risks for staff on a dangerous assignment.
Internal controls
V5 · Task 1(a)Core activity A: Strategy
Whether the company has the key resources to make an acquisition work.
Acquisitions and divestments
V5 · Task 1(b)Core activity C: Financing
Difficulties negotiating share exchange terms for an acquisition.
Acquisitions and divestments
V5 · Task 2(a)Core activity C: Financing
Suitability, acceptability and feasibility of an acquisition whose key product has no full prototype.
Strategic choice, mission and SAF
V5 · Task 2(b)Core activity B: Ecosystem and environment
Scenario planning for possible events after an acquisition by share exchange.
Scenario planning
V5 · Task 3(a)Core activity D: Risk
Whether to mention a prototype launch in intellectual, human and social capital disclosures.
ESG and non-financial capitals
V5 · Task 3(b)Core activity E: Control environment
Whether, and how, the acquired company's directors should be represented on the board.
Boards, governance and pay

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