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Splunk4Leaders

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Supercharge your decision making

Aimed at business and technology leaders to show how they can make better better business decisions, faster using the power of data.

In a world of increasing complexity, it’s more important than ever to understand the wider context whilst moving at speed.Learn how to supercharge your decision making.

Published in: Technology
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Splunk4Leaders

  1. 1. © 2 0 2 0 S P L U N K I N C . © 2 0 2 0 S P L U N K I N C . Splunk4Leaders Ryan McGuirk Customer Success Manager 5 Mar 2020
  2. 2. During the course of this presentation, we may make forward‐looking statements regarding future events or plans of the company. We caution you that such statements reflect our current expectations and estimates based on factors currently known to us and that actual events or results may differ materially. The forward-looking statements made in the this presentation are being made as of the time and date of its live presentation. If reviewed after its live presentation, it may not contain current or accurate information. We do not assume any obligation to update any forward‐looking statements made herein. In addition, any information about our roadmap outlines our general product direction and is subject to change at any time without notice. It is for informational purposes only, and shall not be incorporated into any contract or other commitment. Splunk undertakes no obligation either to develop the features or functionalities described or to include any such feature or functionality in a future release. Splunk, Splunk>, Data-to-Everything, D2E, and Turn Data Into Doing are trademarks and registered trademarks of Splunk Inc. in the United States and other countries. All other brand names, product names, or trademarks belong to their respective owners. © 2020 Splunk Inc. All rights reserved. Forward- Looking Statements © 2 0 2 0 S P L U N K I N C .
  3. 3. © 2 0 2 0 S P L U N K I N C . Agenda • Why? • What? • How?
  4. 4. © 2 0 2 0 S P L U N K I N C . …do we need to supercharge our decision making? Why
  5. 5. © 2 0 2 0 S P L U N K I N C .
  6. 6. © 2 0 2 0 S P L U N K I N C . N E X T How well do we onboard information?
  7. 7. © 2 0 2 0 S P L U N K I N C . Volume
  8. 8. © 2 0 2 0 S P L U N K I N C . Speed
  9. 9. © 2 0 2 0 S P L U N K I N C . I must remember to tell all my friends about Splunk 私は友達全員にSplunkに ついて話すことを忘れな いでください .. / -- ..- ... - / .-. . -- . -- -... . .-. / - --- / .-. .- - . / - .... .. ... / ... . ... ... .. --- -. / ...- . .-. - .-- / .... .. --. .... .-.. -.-- / --- - . / - .... . / -- --- -... .. .-.. . / .- .--. .--. Format and Structure
  10. 10. © 2 0 2 0 S P L U N K I N C . How well do we process information?
  11. 11. © 2 0 2 0 S P L U N K I N C . …when you look for information that supports your existing beliefs and reject data that go against what you believe. …the tendency to jump to conclusions – that is, to base your final judgment on information gained early on in the decision-making process. …too much faith in your own knowledge and opinions. You may also believe that your contribution to a decision is more valuable than it actually is. …you expect past events to influence the future outcomes Cognitive Biases Confirmation Anchoring Overconfidence Gambler’s Fallacy
  12. 12. © 2 0 2 0 S P L U N K I N C . How well do we decide on information?
  13. 13. © 2 0 2 0 S P L U N K I N C . “ Thinking, Fast and Slow “ – Daniel Kahnemann “ The Chimp Paradox “ – Professor Steve Peters Herrmann Brain Dominance Instrument “– William Herrmann How well do we decide? decision: ‘a conclusion or resolution reached after consideration’ decision making: ‘The thought process of selecting a logical choice from the available options’.
  14. 14. © 2 0 2 0 S P L U N K I N C . …could we do better? What
  15. 15. © 2 0 2 0 S P L U N K I N C . Cholera Outbreak London, September 1854
  16. 16. © 2 0 2 0 S P L U N K I N C . Cholera outbreak ‘visualization’ Dr John Snow - 1854
  17. 17. © 2 0 2 0 S P L U N K I N C . Dashboard – John Snow + Splunk
  18. 18. © 2 0 2 0 S P L U N K I N C . Plans… or Planning?“Everyone has a plan… until they get punched in the face…” –Mike Tyson
  19. 19. © 2 0 2 0 S P L U N K I N C . Dashboard – Spread of Coronavirus
  20. 20. © 2 0 2 0 S P L U N K I N C . Our Investigative Approach Adaptable | Real-Time | Fast To Value | Massive Scale Send unstructured data from all systems, devices, and people Don’t Structure your data until you are ready React quickly to changing circumstances by asking questions immediately
  21. 21. © 2 0 2 0 S P L U N K I N C . …do we deliver a data capability? How
  22. 22. © 2 0 2 0 S P L U N K I N C . The Power of Vision 400,00081
  23. 23. © 2 0 2 0 S P L U N K I N C . DATA TO DRIVE OUTCOMES VALUE DRIVEN USE CASES DEFINED OBJECTIVES SINGLE SIMPLE TIME-BOUND VISION 01 02 03 04 Transform to Data Capacity
  24. 24. © 2 0 2 0 S P L U N K I N C . Training Infrastructure Governance Personnel Strategy, Policy Sustainability & Support Metrics & Telemetry Organisation Tool or Capability
  25. 25. © 2 0 2 0 S P L U N K I N C . Fundamentals Objectives Discrete, tangible and measurable objectives that build a route to deliver the vision. Purpose & Scope A purpose and scope sets expectations among stakeholders, and prioritizes decisions and actions. Executive Sponsor An executive sponsor aligns goals with company strategy, fosters support, and provides accountability. Success Measurements Measurements provide statistics to gauge the effect of best practices on your Splunk implementation. Operating Framework Operating framework establishes how you set up your Splunk implementation and program- related decisions.
  26. 26. © 2 0 2 0 S P L U N K I N C . Functional Areas The availability, scalability, and maintainability of a Splunk deployment Engagement that drives adoption to realize maximum value Efficient data management for generating effective use cases Platform Program Data Learning incentives and role-based access to features and data People
  27. 27. © 2 0 2 0 S P L U N K I N C . Summary
  28. 28. © 2 0 2 0 S P L U N K I N C . Questions

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