2018 vegas-mstr world- cisco jacob-mathew_preso-final-longversion-fordist - copy

Jacob Mathew
Sr. Manager, Finance Reporting & Analytics
Corp FP&A
jacmathe@cisco.com, https://www.linkedin.com/in/jacob-mathew-cisco/
Using Microstrategy 10
Finance Transformation

Cisco At-a-Glance
FY16 Revenue: $48.7B, $36.7 Products, $12B Services (Non-GAAP)
FY17 Total Cash & Investments: $71.8B
1H FY17 Revenue: $23.9B, $17.8B Products, $6.1B Services
More than 72,000 employees
282,000 partners; 60,000 channel partners
480 global sites doing business in 165+ countries
More than 19,000 patents
26,000 engineers (36% of our workforce)
#1 or #2 in most market segments we serve
More than 190 acquisitions since 1993
Broad portfolio of integrated products and solutions
Other Stats
$6B Annualized R&D
Fiscal Stats

Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 4
Cubes
for
Summary
Views
Business
Objects
for
Detailed
Views
P&L Cube
Revenue, COGS, Gross Margin
Summary View
Revenue BO
Revenue, COGS, Gross Margin Details
Bookings Cube
Bookings Summary View
Bookings BO
Bookings Detailed View
Expense/HC Cube
Expense and Headcount Summary View
Expense and
Headcount BO
Expense and Headcount Detailed View
Some HISTORY… ..and
many
more
cubes &
BO’s

All key financial metrics in one place…
…users don’t need to pay or download anything though! (AppStore is
accessed via any browser)
 Cross-functional agreement on Finance governed data
 High security, scalabilty and performance
 Multi-dimensional metrics for majority of needs
The Cisco Finance App Store on V.10

How it all started..
Started with just
ONE “anchor”
application
“Gross Margin
Walk”

Gross Margin Walk- The “anchor” app
 Differences in Gross Margin
by Sales Regions and
Product Hierarchies from
one time period to another,
given variances in
contributing factors such as
Price, Volume, etc.
 Single definition of Gross
Margin across Cisco.
 Revenue and the Gross
margin comparison between
two periods

How it all started..
Started with just
ONE “anchor”
application
“Gross Margin
Walk”
Now..
23+
Apps
A new app every 4-6 weeks

App Store Headcount & OPEXRevenue, Bookings, Gross Margin
Investor Relations
Pipeline
Funnel
Market Share (TAM)
Deferred Revenue
Backlog
Segment P&L
Software Annualization
More than an App-store..
Connected Apps

Backlog App Order/Customer
level details
Shippable
Not Shippable
On Hold
Aging
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
4,343,293 343,293 213,293 6,343,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
4,343,293 343,293 213,293 6,343,293
543,293
243,293
545,208
143,193
543,293
222,293
* Does NOT include Divestitures
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
4,343,293 343,293 213,293 6,343,293
222,293 222,293 222,293 222,293
222,293 222,293 222,293 222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
243,293
545,208
143,193
543,293
222,293
4,343,293 343,293 213,293 6,343,293
543,293
243,293
545,208
143,193
543,293
222,293
543,293
222,293
543,293
222,293
543,293
222,293
543,293
222,293
543,293
222,293
Americas
Asia
Europe
Emerging
Region -5
Other
Americas
Asia
Europe
Emerging
Region -5
Other
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 4
Business Unit 5
OtherBusiness Unit 6
Business Unit 7
Business Unit 7
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 4
Business Unit 5
OtherBusiness Unit 6
Business Unit 7
Business Unit 7
Not actual numbers-
demonstrative only

31.4%
65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1% 65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1%
71.0% 69..0% 72.0% 60.0% 31.4%
65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1% 65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1%
71.0% 69..0% 72.0% 60.0%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1%
60.0%
NRS Values applicable for FY18 only
QTD YoY/QoQ% applicable only on month-ends
4 Qtr/8 Qtr view
o Net Revenue
o Net Revenue
YoY%
o Gross Margin %
o Forecast
By Business Group
By Geographic Theater & Segment
By Country
1,123
6,653
1,543
1,222
1,111
2,222
3,333
9,546
1,123
6,653
1,543
1,222
1,111
2,222
3,333
9,546
1,123
6,653
1,543
1,222
1,111
2,222
3,333
9,546
2.0 Pts
2.0 Pts
4.0 Pts
5.0 Pts
6.0 Pts
-1.0 Pts
1.0 Pts
10.0 Pts
2.0 Pts
2.0 Pts
4.0 Pts
5.0 Pts
6.0 Pts
-1.0 Pts
1.0 Pts
10.0 Pts
20.0%
5.0%
9.0%
1.0%
55.0%
-4.3%
10.0%
21.7%
20.0%
5.0%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
20.0%
-0.1%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
20.0%
5.0%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
20.0%
10.1%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
By Internal or External Geography
By Internal or External Business Entity
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653
20.0%
10.0%
20.0%
10.0%
20.0%
10.0% 10.0% 10.0% 10.0%
20.0% 20.0% 20.0%
10.0% 10.0%
10.0% 10.0%
1.0% 6..0% 2.0% 6.0% 6.0% 0.0% 5.0% 5.0%
With / Without Divestitures
20.0%
10.0%
20.0%
10.0%
20.0%
10.0% 10.0% 10.0% 10.0%
20.0% 20.0% 20.0%
10.0% 10.0%
10.0% 10.0%
-0.1 10.0% 10.0% 10.0% -0.2% 10.0% 10.0% 10.0%
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123
Revenue App
Services
Product
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 4
Business Unit 5
Other
Business Unit 6
Business Unit 1
Business Unit 2
Business Unit 3
Not actual numbers-
demonstrative only

31.4%
65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1% 65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1%
71.0% 69..0% 72.0% 60.0% 31.4%
65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1% 65.1%
64.3%
63.1%
68.2%
67.1%
65.9%
72.1%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1%
71.0% 69..0% 72.0% 60.0%
64.3%
63.1%
68.2%
67.1%
65.9%
-1.1%
65.1%
60.0%
NRS Values applicable for FY18 only
QTD YoY/QoQ% applicable only on month-ends
1,123
6,653
1,543
1,222
1,111
2,222
3,333
9,546
1,123
6,653
1,543
1,222
1,111
2,222
3,333
9,546
1,123
6,653
1,543
1,222
1,111
2,222
3,333
9,546
2.0 Pts
2.0 Pts
4.0 Pts
5.0 Pts
6.0 Pts
-1.0 Pts
1.0 Pts
10.0 Pts
2.0 Pts
2.0 Pts
4.0 Pts
5.0 Pts
6.0 Pts
-1.0 Pts
1.0 Pts
10.0 Pts
20.0%
5.0%
9.0%
1.0%
55.0%
-4.3%
10.0%
21.7%
20.0%
5.0%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
20.0%
-0.1%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
20.0%
5.0%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
20.0%
10.1%
9.0%
1.0%
55.0%
-0.3%
10.0%
11.7%
New Revenue Standard View
Previous GAAP View
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653 6,653
20.0%
10.0%
20.0%
10.0%
20.0%
10.0% 10.0% 10.0% 10.0%
20.0% 20.0% 20.0%
10.0% 10.0%
10.0% 10.0%
1.0% 6..0% 2.0% 6.0% 6.0% 0.0% 5.0% 5.0%
20.0%
10.0%
20.0%
10.0%
20.0%
10.0% 10.0% 10.0% 10.0%
20.0% 20.0% 20.0%
10.0% 10.0%
10.0% 10.0%
-0.1 10.0% 10.0% 10.0% -0.2% 10.0% 10.0% 10.0%
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123
6,653
1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123 1,123
5,123
60
5,434
-1
23
-2
-0.1%
1.0%
78%
61.0%
57.2%
1.0 Pts
10.3 Pts
2.3 Pts
1.0 Pts
10.3 Pts
2.3 Pts
Not actual numbers-
demonstrative only
NRS View
Services
Product
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 4
Business Unit 5
Other
Business Unit 6
Business Unit 1
Business Unit 2
Business Unit 3

Bookings by Segment & Country (Allocated)
1,234
2,254
3.354
Not actual numbers-
demonstrative only

Quarterly Business Review
Not actual numbers-
demonstrative only
4 different sets of data on a single chart
o Actuals until current Qtr (Bookings & Revenue)
o Current Qtr Commit (5 Qtrs)
o Prior Quarter Commit (5 Qtrs)
o Annual Plan

Building base data ..
Revenue/ P&L Bookings Plan & Forecast
OPEX &
Headcount
Revenue Product
COGS
Product
Revenue
Services
COGS
Services
Operating
Expense
Bookings
Product
Bookings
Services -
Total Service
Bookings
Services -
Total Service
IFP -GM- BTOF
Product
IFP - GM-
Service
IFP -GM- SSF
Product
Interlock
Plan
Product-GM Expense Headcount
Actuals
Allocated
Forecast
Commit
Plan
OPEX type
Department
By Business cuts
Internal BE
External BE
Product Type
Heirarchies
PnL
DSH
Service Finance
Sales Coverage
Country
GEO/SFH
Product (TG/BU/PF/PID)
TMS Hierarchy
External Theater
Time
Week
Month
Quarter
Year
Source
Flags
FMV Flag
Available in CFA
Not Applicable
Brought 5.6 Billion
records into MSTR
V.10, and continuing
to build more on top

+1000 licenses purchasedFinance leads the way.. HR, Ops..adopt
2Years
+13,000 user licenses

Gartner’s definition of a BI as a software platform that delivers across 13
capabilities listed below.
What is a BI Platform?
Information Delivery
Reporting — Reporting provides the ability to create
formatted and interactive reports (parameterized) with highly
scalable distribution and scheduling capabilities.
Dashboards — This subset of reporting includes the ability
to publish formal, Web-based reports with intuitive interactive
displays of information, including dials, gauges, sliders, check
boxes and traffic lights. These displays indicate the state of
the performance metric compared with a goal or target value.
Ad hoc query — This capability enables users to ask their
own questions of the data, without relying on IT to create a
report. In particular, the tools must have a robust semantic
layer to allow users to navigate available data sources.
Microsoft Office integration — In some cases, BI platforms
are used as a middle tier to manage, secure and execute BI
tasks, but Microsoft Office (particularly Excel) acts as the BI
client. In these cases, it is vital that the BI vendor provides
integration with Microsoft
Search-based BI — This applies a search index to both
structured and unstructured data sources and maps them
into a classification structure of dimensions and measures
(often leveraging the BI semantic layer) that users can easily
navigate and explore using a search (Google-like) interface.
This capability extends beyond keyword searching of BI
platform content and metadata.
Analysis
OLAP — This enables end users to analyze data
with extremely fast query and calculation
performance, enabling a style of analysis known
as “slicing and dicing.” Users are (often) able to
easily navigate multidimensional drill paths.
Interactive visualization — This gives the ability
to display numerous aspects of the data more
efficiently by using interactive pictures and charts,
instead of rows and columns. Over time, advanced
visualization will go beyond just slicing and dicing
data to include more process-driven BI projects,
allowing all stakeholders to better understand the
workflow through a visual representation.
Predictive modeling and data mining — This
capability enables organizations to classify
categorical variables and to estimate continuous
variables using advanced mathematical
techniques. BI developers are able to integrate
models easily into BI reports, dashboards and
analysis.
Scorecards — These take the metrics displayed
in a dashboard a step further by applying them to a
strategy map that aligns KPIs with a strategic
objective.
Perform your own self-assessment
Integration
BI infrastructure — All tools in the platform should use the
same security, metadata, administration, portal integration,
object model and query engine, and should share the same
look and feel.
Metadata management — Not only should all tools leverage
the same metadata, but the offering should provide a robust
way to search, capture, store, reuse and publish metadata
objects such as dimensions, hierarchies, measures,
performance metrics and report layout objects.
Development tools — The BI platform should provide a set
of programmatic development tools and a visual development
environment, coupled with a software developer’s kit for
creating BI applications, for integrating them into a business
process, and/or embedding them in another application. The
BI platform should also enable developers to build BI
applications without coding by using wizard-like components
for a graphical assembly process.
Collaboration — This capability enables BI users to share
and discuss information and/or manage hierarchies and
metrics via discussion threads, chat and annotations, either
embedded in the BI platform or through integration with
collaboration, analytical master data management (MDM) and
social software.
Sample grading only. Not actual
Gartner content and trademarks are property of Gartner. No association is implied.

Speed – Turn around apps in 2-4 weeks
Business users creating governed content (“true” self-
serve). e.g. Backlog, RMA
Platform Versatility- ability to serve wide variety of BI content all at one time
Ability to address nuances (Quarter over Quarter, Dynamic headers, Smart
metrics/derived metrics, Combining manual data with systemic data)
4 things your BI needs
1
2
3
4

Transformation..?
What is

Transformation starts with asking your own
Why can’t we….?
Question

100% Electric..
+ Goes + 0-60mph in 3
seconds
A Taxi at my doorstep in
<5 Mins..
+ Pay Cashless
Talk to my spouse
across the Stanford
campus on a
network?
Some one asked…
Why can’t I have a car that’s..
Some one asked…
Why can’t I have
Some one asked…
Why can’t I..
Tesla and Uber are trademarks of the respective companies. No association is implied.

In our case…the Question was
Why can’t we have all of
Cisco Finance’s info in one place..
..to meets all of today’s business needs
and those of the immediate foreseeable
future?
The Answer was a Cisco Finance AppStore

Find your “Why cant I?”
Grade yourself (BI)
No transformation without failure. Be willing
to fail ..(but don’t stop there)
Start small..1 app.. validate, expand.
What you could do today..
1
2
3
4
CONNECTED APPS
SMALL USECASES
BUILD TRACTION
BI FOR ALL
DON’T WAIT FOR
DATA STRATEGY TO
100% FALL IN PLACE

• More apps!
• CashFlow App (Treasury)
• Investor Relations – Phase 2
• WD+7 Reporting
• Faster close process
What’s next?

• 10 yrs of Cisco Finance’s
transformational reporting journey
• Governance
• Building a data foundation
• Mistakes to avoid
• How to bring it all together
• Best practices (Do’s and Don’t’s)
• How to operationalize
• How to overcome hurdles
• Grading yourself
• Usage and adoption
HOW we did it..
Questions?
Jacob Mathew
Sr. Manager, Finance Reporting & Analytics
jacmathe@cisco.com
https://www.linkedin.com/in/jacob-mathew-
cisco/

Reporting
Foundation
• SSOT definitions (Booking
Focus)
• End-of-life Datamarts
• Migrated to Teradata
• Enabled role base data
security
• BO/Hyperion roll out
Finance BI Journey
Advanced
Analytics
• User Experience focus
• Integrated Sales, Marketing &
Finance Intelligence views
• New Biz model metrics
• Actionable insights to drive
business outcome (Predictive
Analytics)
• Microstrategy V 10 roll out-
Finance AppStore
Business
Insights
• Gross Margin Focus
• Established PPMT
• Architecture Framework
• Process improvements
• WD1 tie-out process
• Annual Restatements
• Hyperion Planning for
Forecasting
• Established Finance
Governance Board
Functional
Reporting
• 17+ functional Data Marts
• Multiple and inconsistent metric
Definitions
• Extracts/Spreadsheet driven
Analytics/Reports
• Disjointed reporting tools
• High TCO
2007-2010Prior to 2007 2011-2015 2016 +

Cisco Finance Organization
Reporting Operations
primarily serves..
New business
capabilities
Mgmt. Reporting,
Forecasting,
Analytics

The Finance “App store”
Now an app every few
weeks..depending on
complexity.
Build apps for all key
business metrics..e.g.
Bookings, Revenue,
Gross Margin, as well as
apps for any specific
business need..e.g.
Deferred Revenue,
Software, Services, etc

App Store- details
Clicking App-tile
flips it over to
reveal description

Search across
dashboards and reports
based on metadata
Dashboards (“Apps”)
Spark integration
for collaboration
Alerts
Help desk for
videos and
tutorials
Quick filter by Growth,
Sustainability or Profitability
metrics, and by major
metrics/measures
Usage tracking by
dashboard, user
and function
Sweat the
details…Show
refresh timing for
App
Dashboards,
Applications, Ad-
Hoc reporting in
one place
Multi-level
security (data
level, app level)
Flexibility to
refresh (or hold
refresh) by app.
E.g. Some daily,
others weekly etc.
User-uploaded
data OR
Merge enterprise
data

Ad-hoc querying
feature, queries
within Microstrategy
environment, or
queries against
enterprise
datawarehouse
(Teradata) directly
as needed*

Built in ‘usage stats app’ (helps adoption)
Jack
Bob
Mary
Anne
Bill

• This is difficult to learn (big learning curve)
• We used Micostrategy Training to conduct 1 week sessions. Huge factor in adoption, and fairly economical!
• I have “Tableau”
• Tableau is not the issue here. The ungoverned proliferation of multiple BI instances in functions is the problem. 6 month debates of Tableau vs Microstrategy wastes time
and defocuses from urgent business problems that need to be resolved. Choose whatever you wish and proceed with it. We chose Microstrategy for its enterprise
scalability, security, flexibility and robust product roadmap.
• My XL version is correct/better
• Users resort to XL for last minute manual adjustments, flexibility to update formatting etc. and when their needs are not being met. Understand the limitation that they are
overcoming by going to XL, and then solve for it.
• Specialized skill set
• We hired Microstrategy resources as part of core team…and built up skills in-house both on business and IT side. Internal team members were trained using
Microstrategy’s education program. This provided a great return.
• Governance
• Form governance board for all changes (refer slide 8). All Finance changes ..impacting management reporting/forecasting , go thru our Qtrly governance board.
• Distribution of work (Business vs IT)
• There is a fine line between self-service and shadow IT. Have clear lines with IT. E.g. Business users develop dashboards themselves, but anything requiring a
“developer-license” goes through IT. Refer Slides 24-25
Overcoming Hurdles

Finance – IT Operating Model
Finance
• Business assessment
• New capabilities enablement
• Report/Dashboard creation
• Scope prioritization
• User training & adoption
• Platform strategy
• Access governance
IT
• Data set enabling
• Report Enhancements
(complex)
• Automation
• Security enablement
• Production “publish”
• Performance

• Request
Dataset from IT
FIN
• Create iCube
from Enterprise
data
warehouse
IT
• Request for
Manual Cube.
FIN
• Create Manual
Cube / Dataset
• Link to System
Attributes
FIN
• Develop
Dashboard
FIN
• Review and
check
performance
• Request PROD
Migration
FIN
• Create new
Icon
• Publish / Go
live
• Create Upload
Framework
(Manual Cube)
IT
iCube
Manual
Cube
Dashboard
“App” Creation Process
NOTE: Anything requiring a MSTR “developer-license” goes through IT.
Not a hard rule…but works for us

Access & Governance
Once the request is submitted, user’s manager will get an e-mail to approve request.
Support team will follow up if additional information is required to set up access.
End User – Users are able to open pre-built
reports, dashboards that are already in system
Power User (Not requestable for now - Please
open a case if you need to be able to create
reports/dashboards)
User chooses
type of access
needed
Selects the
desired
dashboard(s)
and click
Add to Cart
Requests go thru Cisco’s
access request tool called
On-Ramp

Learnings/Mistakes (..oops)
• Very ambitious initial build..instead of incremental build
• Check data compatibilities measure & hierarchy
• Competing priorities..
• Governance processes
• Framework clarity – who’s who in the zoo?
• Understanding platform and your data limitations very clearly
• Meaningful & validated use-cases
• Infrastructure & performance, Platform version
• Does delivery align with marketing?

How NOT to do it…
Courtesy: Henrik Kniberg

What we got right..
• MSTR V.10 switch…
• Agile & continuous delivery (new
app every 4-6 weeks)
• Concept…
• Anchor application..
• Support from CFO (establish
credibility/viability thru “anchor”
app)
• Business users building apps,
leverage IT as needed
• Microstrategy Training
• Operating model
(well..eventually)
• Build first…automate later (so
you're not held up)
• Parallel teams developing apps
• A win every 4-6 weeks
• Change Management..

Where we need to go..
Business Intelligence Advanced Analytics
Answers the questions
o What happened?
o When?
o Who?
o How many?
o Why did it happen?
o Will it happen again?
o What will happen if we
change x?
o What else does the data tell us
that we never thought to ask?
Includes
o Reporting (KPIs, metrics)
o Ad hoc querying
o OLAP (cubes, slice & dice,
drilling)
o Dashboards/scorecards
o Operational/real-time BI
o Automated monitoring/alerting
o Statistical/quantitative analysis
o Data mining
o Predictive modeling/analytics
o Big data analytics
o Text analytics
o Multivariate testing
Source: TechTarget

Finance Reporting Landscape
Allocations Engine

Do’s Don’ts
• Invest in the plumbing (base-data)
• Validate use-cases before building
• Enable faster turn-arounds (weeks vs
months)
• Build first and validate, automate later
• Fail quick
• Identify/establish your anchor app
• Leverage Microstrategy training for
users
• Agile
• Stakeholder buy-in
• Trying to do it all together
• Not understanding/solving for the real
business problems
• Not thinking through data
/environment/platform limitations
• Not defining R&R (Business vs IT)
• Wrong MSTR version
• Not thinking thru performance and
scale
• Not establishing data governance
• Too many cooks

2018 vegas-mstr world- cisco jacob-mathew_preso-final-longversion-fordist - copy

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