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100+ Free CIMA E3 Practice Questions

Pass your CIMA Strategic Level E3: Strategic Management exam on the first try — instant access, no signup required.

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Key Facts: CIMA E3 Exam

60

Objective-Test Questions

AICPA & CIMA Strategic Level Blueprint

90 min

Exam Duration

AICPA & CIMA

100/150

Scaled Pass Mark

AICPA & CIMA

6 areas

Blueprint Content Areas

Strategic Level Blueprint 2026-2027

On demand

Pearson VUE Test

AICPA & CIMA

130+ hrs

Typical Study Time

Tuition Provider Guidance

CIMA E3 Strategic Management is a 90-minute, on-demand computer-based objective test taken at Pearson VUE, with around 60 questions in multiple-choice, multiple-response, drag-and-drop and number-entry formats. It is scored on a 0-150 scale with a pass mark of 100. The 2026-2027 Strategic Level blueprint covers six content areas: the strategy process (about 20%), analysing the organisational ecosystem (about 20%), generating strategic options (about 15%), making strategic choices (about 15%), strategic control (about 15%) and digital strategy (about 15%). E3 is conceptual and word-heavy, rewarding application of strategy frameworks rather than calculation.

Sample CIMA E3 Practice Questions

Try these sample questions to test your CIMA E3 exam readiness. Each question includes a detailed explanation. Start the interactive quiz above for the full 100+ question experience with AI tutoring.

1In the rational (deliberate) model of strategy, which sequence best describes the three logical stages of the strategy process?
A.Strategic analysis, strategic choice, strategy implementation
B.Strategy implementation, strategic choice, strategic analysis
C.Strategic choice, strategic analysis, strategy implementation
D.Vision setting, budgeting, performance appraisal
Explanation: Johnson, Scholes and Whittington's rational/deliberate model runs in the order: strategic analysis (where are we now?), strategic choice (where do we want to be?), and implementation (how do we get there?). E3 frames the syllabus around these three questions.
2Mintzberg argued that realised strategy is a combination of deliberate strategy plus which additional element?
A.Intended strategy
B.Emergent strategy
C.Unrealised strategy
D.Espoused strategy
Explanation: Mintzberg distinguishes intended strategy (planned) from realised strategy (what actually happens). Realised strategy equals the deliberate portion of intended strategy plus emergent strategy that arises in response to unforeseen circumstances.
3An organisation publishes a statement: 'To be the most trusted provider of clean energy in Europe by 2035.' This statement is best classified as the organisation's:
A.Tactic
B.Mission
C.Vision
D.Objective
Explanation: A vision describes the aspirational future state the organisation wants to reach, usually with a long-term horizon. A mission states the present purpose and reason for existence, while objectives are specific and measurable.
4Which approach to strategy formulation, described by Mintzberg, treats strategy as an informal, intuitive process driven by a single visionary leader?
A.The learning approach
B.The planning (design) approach
C.The positioning approach
D.The entrepreneurial (visionary) approach
Explanation: Mintzberg's entrepreneurial school sees strategy as the intuitive vision of a strong, usually founding, leader. It is flexible and informal, contrasting with the structured planning school and the analytical positioning school.
5The Ashridge mission model identifies four elements of a sense of mission. Which of the following is NOT one of them?
A.Stakeholders
B.Purpose
C.Values
D.Strategy
Explanation: Campbell and Yeung's Ashridge model comprises Purpose, Values, Strategy and Behaviour Standards. A genuine sense of mission exists when an employee's values align with those of the organisation. Stakeholders are not one of the four elements.
6A logical incrementalist would most likely argue that strategy is best developed by:
A.A detailed five-year master plan fixed at the start
B.Small, evolutionary steps that are continuously adjusted as learning occurs
C.A single bold transformation imposed by the board
D.Outsourcing all decisions to external consultants
Explanation: Quinn's logical incrementalism holds that strategy emerges through small, deliberate steps. Managers test the environment, learn, and adjust, blending deliberate intent with emergent learning rather than committing to one rigid plan.
7In strategy terminology, the difference between where the organisation is forecast to be and where it wants to be is known as the:
A.Margin of safety
B.Strategic drift
C.Planning gap
D.Variance
Explanation: The planning (or gap) analysis compares forecast performance under current strategy with target performance. The shortfall is the planning gap, which new strategic options aim to close.
8Strategic drift, as described by Johnson, Scholes and Whittington, occurs when:
A.Managers reject all incremental change in favour of revolution
B.A firm copies a competitor's strategy exactly
C.An organisation deliberately diversifies into unrelated markets
D.An organisation's strategy gradually fails to keep pace with environmental change
Explanation: Strategic drift happens when incremental changes to strategy lag behind faster environmental change, so the strategy becomes progressively less relevant. Eventually a period of flux and possibly transformational change is needed.
9Which of the following is the principal criticism of the rational/formal planning approach to strategy?
A.It can be slow, bureaucratic and unresponsive to a rapidly changing environment
B.It ignores the views of senior management entirely
C.It cannot be documented for stakeholders
D.It is too flexible and unstructured
Explanation: Formal planning provides coordination and a clear framework, but critics argue it is rigid, time-consuming and bureaucratic, which can leave the organisation unable to respond quickly when the environment shifts unexpectedly.
10The 'design lens' of strategy, one of Johnson's four lenses, views strategy development primarily as:
A.A creative, novel idea emerging from variety
B.A deliberate, analytical and logical positioning of the organisation
C.An outcome of cultural and historical taken-for-granted assumptions
D.The result of bargaining and power between stakeholders
Explanation: The design lens sees strategy as a deliberate, top-down, analytical process led by senior managers. The other three lenses are experience (culture/history), variety (innovation/emergence), and discourse (language and power).

About the CIMA E3 Exam

CIMA E3 Strategic Management is a Strategic Level objective test in the CGMA Professional Qualification. It examines the strategy process, analysing the organisational ecosystem, generating strategic options, making strategic choices, strategic control, and digital strategy through about 60 objective-test questions in 90 minutes.

Questions

60 scored questions

Time Limit

90 minutes

Passing Score

Scaled score of 100 out of 0-150 (about 70%)

Exam Fee

Objective-test entry fee set by AICPA & CIMA, varies by region and membership (AICPA & CIMA / Pearson VUE)

CIMA E3 Exam Content Outline

20%

The strategy process

Rational and emergent strategy, Mintzberg's schools, vision, mission, Ashridge model, logical incrementalism, strategic drift, gap analysis, and strategy lenses.

20%

Analysing the organisational ecosystem

PESTEL, Porter's five forces, value chain, Porter's diamond, Mendelow's matrix, resource-based view, cultural web, scenario planning, ecosystems, mutuality and platforms.

15%

Generating strategic options

Porter's generic strategies, Bowman's clock, Ansoff and Lynch matrices, Blue Ocean value innovation, integration, diversification, alliances, franchising and disruptive innovation.

15%

Making strategic choices

SAF framework (suitability, acceptability, feasibility), the 3 Rs, investment appraisal, real options, decision trees, sensitivity analysis and stakeholder-based evaluation.

15%

Strategic control

Balanced scorecard, KPIs and CSFs, change management (Lewin, Kotter, Balogun and Hope Hailey), leadership, organisational structures, project management and control systems.

15%

Digital strategy

Digital transformation, big data and analytics, cloud, IoT, blockchain, AI and automation, digital disruption, cyber security, personalisation and the changing finance role.

How to Pass the CIMA E3 Exam

What You Need to Know

  • Passing score: Scaled score of 100 out of 0-150 (about 70%)
  • Exam length: 60 questions
  • Time limit: 90 minutes
  • Exam fee: Objective-test entry fee set by AICPA & CIMA, varies by region and membership

Keys to Passing

  • Complete 500+ practice questions
  • Score 80%+ consistently before scheduling
  • Focus on highest-weighted sections
  • Use our AI tutor for tough concepts

CIMA E3 Study Tips from Top Performers

1Use the blueprint weightings to allocate time, giving most attention to the strategy process and ecosystem analysis areas.
2Learn each framework by name (PESTEL, five forces, SAF, Ansoff, balanced scorecard) and practise applying it to short scenarios.
3Because E3 is word-heavy, practise reading scenario stems carefully and eliminating distractors.
4Master the SAF framework, as evaluation of strategic options is heavily examined.
5Make sure you can explain digital concepts (big data, cloud, IoT, blockchain, AI) in a strategy context, not just define them.
6Complete timed mock objective tests to build pacing for roughly 90 seconds per question.

Frequently Asked Questions

How many questions are on the CIMA E3 exam?

The CIMA E3 Strategic Management objective test contains approximately 60 questions to be completed in 90 minutes, using multiple-choice, multiple-response, drag-and-drop and number-entry formats.

What is the CIMA E3 pass mark?

CIMA objective tests are scored on a scaled range of 0 to 150, and candidates need a scaled score of 100 or above to pass E3, which is broadly equivalent to about 70%.

What topics are covered in CIMA E3?

The 2026-2027 Strategic Level blueprint covers six areas: the strategy process, analysing the organisational ecosystem, generating strategic options, making strategic choices, strategic control, and digital strategy.

Is CIMA E3 a calculation-based exam?

No. E3 is conceptual, applied and word-heavy. It rewards analysis, evaluation and recommendation using strategy frameworks such as PESTEL, Porter's five forces, SAF and the balanced scorecard, rather than numerical computation.

Where can I sit the CIMA E3 objective test?

E3 is an on-demand computer-based objective test taken at a Pearson VUE test centre or via online proctoring, with results available shortly after the test.

How does E3 fit into the CIMA qualification?

E3 is one of three Strategic Level objective tests, alongside P3 and F3. Passing all three is required before sitting the Strategic Case Study, which leads to the CGMA designation.