Make Better Decisions, Faster with Splunk.

1. © 2019 SPLUNK INC.© 2019 SPLUNK INC.
How to supercharge your decision
making
Make better decisions...faster, with Splunk.
Ryan McGuirk
Customer Success Manager

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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

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► Why Anything?
► Why Now?
► Why Splunk
AGENDA

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Why Anything?y
Now?

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‘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’.

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SPEED
Volume

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SPEED

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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」
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Format and Structure

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Navigate to this link:
https://ponypoll.com/leader
Cognitive Biases

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► …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

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► 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

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► 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

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► 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

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► 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

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DASHBOARD RESULTS

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Cholera Outbreak
London, September 1854

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Cholera map visualisation
Dr John Snow - 1854

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Why Now?

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Vision
19
Oil & Gas
Terrorists
Organised crime
Healthcare
Financial services
Communications
Retail
Government
Manufacturing
Utilities
Accelerating complexity…
Family and friends
Academia

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► System 1 ► System 2 ► System 3
System of SystemsSystem of Systems?

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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

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► “Everyone has a
plan…until they get
punched in the face…”
Mike Tyson
Plans….or planning?

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Why Splunk?

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Embrace data chaos

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PLACEHOLDER
INVESTIGATE, MONITOR, ANALYSE, ACT

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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.
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Key
Takeaways

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Don’t forget to rate this session in the SplunkLive mobile app!
Thank You.

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► ‘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
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