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.

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. 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. © 2 0 2 0 S P L U N K I N C .
Agenda
• Why?
• What?
• How?

4. © 2 0 2 0 S P L U N K I N C .
…do we need to supercharge
our decision making?
Why

5. © 2 0 2 0 S P L U N K I N C .

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. © 2 0 2 0 S P L U N K I N C .
Volume

8. © 2 0 2 0 S P L U N K I N C .
Speed

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. © 2 0 2 0 S P L U N K I N C .
How well do we
process information?

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. © 2 0 2 0 S P L U N K I N C .
How well do we decide
on information?

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. © 2 0 2 0 S P L U N K I N C .
…could we do better?
What

15. © 2 0 2 0 S P L U N K I N C .
Cholera Outbreak
London, September 1854

16. © 2 0 2 0 S P L U N K I N C .
Cholera outbreak ‘visualization’
Dr John Snow - 1854

17. © 2 0 2 0 S P L U N K I N C .
Dashboard –
John Snow + Splunk

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. © 2 0 2 0 S P L U N K I N C .
Dashboard – Spread
of Coronavirus

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. © 2 0 2 0 S P L U N K I N C .
…do we deliver a data capability?
How

22. © 2 0 2 0 S P L U N K I N C .
The Power of Vision
400,00081

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. © 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. © 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. © 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. © 2 0 2 0 S P L U N K I N C .
Summary

28. © 2 0 2 0 S P L U N K I N C .
Questions