Explanation
NPS or CSAT are methods that are typically used to quantify design debt. NPS stands for Net Promoter Score, which measures how likely customers are to recommend a product or service to others. CSAT stands for Customer Satisfaction Score, which measures how satisfied customers are with a product or service. Both methods help evaluate the impact of design debt on customer loyalty and satisfaction, and prioritize areas for improvement or redesign.
References:https://trailhead.salesforce.com/en/content/learn/modules/salesforce-strategy-designer-certification-p

Explanation
The designer should produce a business case and a roadmap to get buy-in from the business stakeholders. A business case is a document that outlines the rationale, benefits, costs, risks, and alternatives of a proposed project or solution. A roadmap is a visual representation of the plan, timeline, milestones, and dependencies of a project or solution. Together, they can help communicate the value proposition, feasibility, viability, and desirability of the cross-cloud 360 prototype to the business stakeholders. A business user flow and journey map may show how the prototype works and what pain points it solves, but they do not provide enough information on the strategic aspects of the project. Business metrics and ROI map may quantify some aspects of the project, but they do not explain how or why the prototype was created.

Explanation
The best metric to measure user experience improvements achieved as an outcome of the redesign is Customer Satisfaction Score (CSAT), which is a simple and direct way of gauging how satisfied customers are with the product or service. Increased transaction volume or Net Adoption Score (NAS) may not reflect the user experience aspects of the redesign.

Explanation
The best approach to presenting a new product vision to a group of leaders who are used to making decisions based on metrics is to identify the biggest questions about the product vision and collect data on prototypes, as this helps validate or invalidate the assumptions and hypotheses behind the vision, and provide evidence-based arguments for its feasibility and viability. Running qualitative user research or conducting a competitive analysis may not be persuasive or relevant enough for this group.

Explanation
The best way to measure the success of a social app for professional networking is to track the new connections made between users, as this reflects the value proposition and user engagement of the app.
Measuring the number of times a user opens the app per day or the new account activations may not capture the true impact of the app, as users may open the app without interacting with others or create accounts without using them.