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Splunk4Leaders: How to Supercharge your Decision Making Capability

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Make Better Decisions, Faster with Splunk.

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Splunk4Leaders: How to Supercharge your Decision Making Capability

  1. 1. © 2019 SPLUNK INC.© 2019 SPLUNK INC. How to supercharge your decision making Make better decisions...faster, with Splunk. Ryan McGuirk Customer Success Manager
  2. 2. © 2019 SPLUNK INC. During the course of this presentation, we may make forward-looking statements regarding future events or the expected performance 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 could differ materially. For important factors that may cause actual results to differ from those contained in our forward-looking statements, please review our filings with the SEC. The forward-looking statements made in this presentation are being made as of the time and date of its live presentation. If reviewed after its live presentation, this presentation may not contain current or accurate information. We do not assume any obligation to update any forward-looking statements we may make. 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 functionality described or to include any such feature or functionality in a future release. Splunk, Splunk>, Listen to Your Data, The Engine for Machine Data, Splunk Cloud, Splunk Light and SPL 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. © 2019 Splunk Inc. All rights reserved. Forward-Looking Statements
  3. 3. © 2019 SPLUNK INC. ► Why Anything? ► Why Now? ► Why Splunk AGENDA
  4. 4. © 2019 SPLUNK INC. Why Anything?y Now?
  5. 5. © 2019 SPLUNK INC. ‘Thinking, fast and slow’ Daniel Kahnemann ‘The Chimp Paradox’ Professor Steve Peters ‘Herman Brain Dominance Instrument’ William Hermann The anatomy of a decision decision: ‘a conclusion or resolution reached after consideration decision making : ‘The thought process of selecting a logical choice from the available options’.
  6. 6. © 2019 SPLUNK INC. SPEED Volume
  7. 7. © 2019 SPLUNK INC. SPEED
  8. 8. © 2019 SPLUNK INC. I must remember to rate this session very highly on the mobile app 「このセッションをモ バイルアプリで非常に 高く評価することを忘 れないでください」 .. / -- ..- ... - / .-. . -- . -- - ... . .-. / - --- / .-. .- - . / - .... .. ... / ... . ... ... .. --- - . / ...- . .-. -.-- / .... .. --. .... .-.. -.-- / --- -. / - .... . / -- --- -... .. .-.. . / .- .--. .--. Format and Structure
  9. 9. © 2019 SPLUNK INC. Navigate to this link: https://ponypoll.com/leader Cognitive Biases
  10. 10. © 2019 SPLUNK INC. ► …when you look for information that supports your existing beliefs, and reject data that go against what you believe. This can lead you to make biased decisions, because you don't factor in all of the relevant information. 1. Confirmation Bias
  11. 11. © 2019 SPLUNK INC. ► This bias is the tendency to jump to conclusions – that is, to base your final judgment on information gained early on in the decision- making process. Think of this as a "first impression" bias. Once you form an initial picture of a situation, it's hard to see other possibilities. 2. Anchoring
  12. 12. © 2019 SPLUNK INC. ► When you place 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 might combine this bias with anchoring, meaning that you act on hunches, because you have an unrealistic view of your own decision-making ability. They can fail to spot the limits to their knowledge, so they perceive less risk. 3. Overconfidence Bias
  13. 13. © 2019 SPLUNK INC. ► With the gambler's fallacy, you expect past events to influence the future. A classic example is a coin toss. If you toss a coin and get heads seven times consecutively, you might assume that there's a higher chance that you'll toss tails the eighth time. Often, the longer the run, the stronger your belief can be that things will change the next time. However, in this example, the odds are always 50/50. 4. Gambler's Fallacy
  14. 14. © 2019 SPLUNK INC. ► This is the tendency to blame others when things go wrong, instead of looking objectively at the situation. In particular, you may blame or judge someone based on a stereotype or a perceived personality flaw. ► For example, if you're in a car accident, and the other driver is at fault, you're more likely to assume that he or she is a bad driver than you are to consider whether bad weather played a role. 5. Fundamental Attribution Error
  15. 15. © 2019 SPLUNK INC. DASHBOARD RESULTS
  16. 16. © 2019 SPLUNK INC. Cholera Outbreak London, September 1854
  17. 17. © 2019 SPLUNK INC. Cholera map visualisation Dr John Snow - 1854
  18. 18. © 2019 SPLUNK INC. Why Now?
  19. 19. © 2019 SPLUNK INC. Vision 19 Oil & Gas Terrorists Organised crime Healthcare Financial services Communications Retail Government Manufacturing Utilities Accelerating complexity… Family and friends Academia
  20. 20. © 2019 SPLUNK INC. ► System 1 ► System 2 ► System 3 System of SystemsSystem of Systems?
  21. 21. © 2018 SPLUNK INC. IT Struggles to Identify, Investigate, and Resolve Critical Issues Host/OS Network Database Cloud Servers Desktop VM Infrastructure Application Services Business Services Online Supply Chain Digital Your business – System 3 complex system KPIs App Health and Performance KPIs Health of Environment KPIs Revenue Brand Reputation Customer Satisfaction Customer Satisfaction Brand Reputation Performance Variation Service Degradation Revenue Impacts
  22. 22. © 2019 SPLUNK INC. ► “Everyone has a plan…until they get punched in the face…” Mike Tyson Plans….or planning?
  23. 23. © 2019 SPLUNK INC. Why Splunk?
  24. 24. © 2019 SPLUNK INC. Embrace data chaos
  25. 25. © 2019 SPLUNK INC. PLACEHOLDER INVESTIGATE, MONITOR, ANALYSE, ACT
  26. 26. © 2019 SPLUNK INC. 1. Embrace the world as complex and chaotic 2. Combine humans and data to underpin weaknesses and amplify strengths. 3. Planning not plans. Resilience not resistance. This is where the subtitle goes Key Takeaways
  27. 27. © 2019 SPLUNK INC. Don’t forget to rate this session in the SplunkLive mobile app! Thank You.
  28. 28. © 2019 SPLUNK INC. ► ‘Thinking, fast and slow’ – Daniel Kahneman ► ‘The Chimp Paradox’ – Professor Steven Peters ► Global Strategic Trends – out to 2045 – Defence Concepts and Doctrine Centre ► ‘On the Failure to Detect Changes in Scenes across Brief Interruptions’ - Ronald A. Rensink, J. Kevin O’Regan, and James J. Clark. ► ‘Everyday Chaos’ – David Weinberger ► ‘Techno-Human Condition’ – David R. Sarewitz, Braden R. Allenby REFERENCES This is where the subtitle goes

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