Resources

Department of Defense, Joint Staff (JS)

Budget Allocation, Capabilities Planning, IT Selection, and Source Selection

The JS uses Decision Lens for decision processes across and within the staff components. The Comptroller is using the Decision Lens solution to prioritize initiatives and allocate available funding for those projects deemed to provide the most value to the organiz tion.This provides the Comptroller with an explicit and rational process for budget decisions that build consensus among representatives from each of the Joint Staff offices.

At the end of the day, we got
a credible result that was more
analytically sound in less than
half the time.

COMPTROLLER, JOINT STAFF

Additionally, various staff sections are using Decision Lens internally for budget allocation. The Force Structure, Resources, and Assessment Directorate, J-8, is using the solution for capabilities-based planning in order to prioritize military capabilities and capability gaps within the various DoD commands.The Office of the CIO is utilizing the solution for target architecture, portfolio management, and procurement related decision-making. The Logistics Directorate, J-4, is using the Decision Lens Suite to prioritize key tasks and allocate human capital resources to those areas that the solution has helped identify as the most critical.

United States Department of Agriculture (USDA) Rural Development

Strategic Plan Prioritization, IT Portfolio Prioritization, Business Component Prioritization

USDA Rural Development uses Decision Lens for strategic plan prioritization, IT portfolio prioritization, and enterprise architecture business component prioritization.

National Geospatial Intelligence Agency (NGA)

Budget Allocation, IT, Human Resources, and Intelligence Analysis

NGA is utilizing Decision Lens for multiple decision processes throughout the organization. They have used Decision Lens to prioritize staffing requests and determine human capital focus areas.The solution has also enabled NGA to focus operational geospatial intelligence efforts and assess confidence levels in analysis assessments. Executives at the highest levels of the agency used the software to generate high level strategic guidance for resource allocation. In an environment of changing mission requirements and ongoing funding cuts, the organization is instantiating a rigorous methodology to compare budget requirements and allocate resources in the most effective manner with Decision Lens.

National Aeronautics and Space Administration (NASA) — Office of Space Communications

Equipment Selection, Trade Study

NASA is using Decision Lens to perform a trade study decision to select a new antenna system to use to communicate with future space missions. Due to the complexity of the new missions and the distance involved, the trade study is being used to select among several options for upgrading or replacing current antenna systems to meet emerging mission requirements.

Department of Defense, Military Health System (MHS) — TriCare

Facility Planning and Budgeting

MHS is using the Decision Lens solution to prioritize all major facilities renovations for global military healthcare. Due to changing mission requirements and ongoing Base Reduction and Closing (BRAC) initiatives, MHS found that making facility decisions was complex and difficult. MHS was also looking for a more consistent and reliable long term planning solution.Through periodic decision making sessions, MHS is using the Decision Lens solution to allocate over $1B to renovation projects.

US Navy — Commander Navy Installations Command (CNIC)

Budget Allocation

The Commander Navy Installations Command (CNIC) has selected Decision Lens as its decision making and budget allocation software application for enterprise alignment of shore installation support for all Navy Installations globally. CNIC is using Decision Lens to prioritize all military construction projects and base of service activities to align investments and budget requests to strategic priorities and capabilities in support of all Navy operations.This is a $7B decision and resource allocation effort.

Nuclear Regulatory Commission (NRC)

Business Process and IT Planning

The NRC is using Decision Lens for business process and IT planning. They prioritized all of their IT work efforts within a $100M+ portfolio to determine where to focus resources in order to gain maximum value to their organization. NRC’s challenge to date has been difficulty with prioritizing so many competing requirements for IT work efforts as well as getting their 35+ members decision-making group to achieve consensus. Decision Lens not only helped allocate NRC’s IT resources, but also reduced the amount of decision time from about 15-20 meetings down to just a few.

Maryland Transit Administration (MTA)

Capital Planning Program for All MTA Projects

Decision Lens provides us
with an innovative, streamlined
approach that takes advantage
of our managers' diverse
knowledge of our needs and
provides a platform for them to participate in a meaningful way.

HENRY KAY,
MTA DEPUTY ADMINISTRATOR FOR
PLANNING AND ENGINEERING

The Maryland Transit Administration has selected Decision Lens as the platform to run their capital planning process through 2014. Decision Lens is being used to define transit administrative objectives across all of their modes of transportation, including MARC trains, Metro, Light Rail, Busing, Mobility, Police Operations and others. Capital Programs are evaluated against the objectives, and resources optimized for the greatest return to the MTA customers. Over $2.6B is allocated to MTA programs with Decision Lens.

US Air Force Research Lab (AFRL)

Strategic Planning, Budget Allocation for Research and Development

The United States Air Force Research Lab (AFRL) has selected Decision Lens to enhance the ability of their Plans & Programs division to lead their research and development portfolio management process.To date, AFRL has used Decision Lens with their com mander and senior executives to prioritize strategic objectives and over 150 products from a key R&D portfolio that spans all ten AFRL scientific directorates. AFRL also used Decision Lens to conduct various resource optimizations scenarios for this portfolio. Decision Lens will continue to be a primary mechanism for the AFRL Plans & Programs division to manage the investment process for the lab’s numerous R&D programs.

US Navy N6 — SPAWAR — NETWARCOM — PEO C4I (“The NNFE”)

IT Capital Planning and Portfolio Management

The United States Navy’s NETWAR FORCEnet Enterprise (NNFE), which is primarily comprised of OPNAV N6, SPAWAR, NETWARCOM, and PEO C4I, has selected Decision Lens to enhance their IT capital planning and portfolio management efforts. The NNFE collectively develops collaborative processes and metrics across the Enterprise to align functional commands, improve readiness, and make better decisions regarding how to apply critical financial and manpower resources. To date, the NNFE has used Decision Lens with their senior military and civilian leadership to establish their investment evaluation model and prioritize over 100 IT programs worth billions of dollars from across this enterprise. The NNFE also used Decision Lens to conduct cost-benefit analysis to support budget decisions. Decision Lens, in combination with other capabilities, will continue to be a key factor within the NNFE for their investment and other related decision-making processes.

Canadian Institutes of Health Research (CIHR)

Prioritizing and Allocating Funding to Health Grants

CIHR is the Canadian Government’s health research funding agency and they allocate approximately $700M per year to over 10,000 researchers in universities, teaching hospitals, and research institutes across Canada. CIHR uses Decision Lens with their Research & Knowledge Committee, a governing body that includes their 13 Scientific Directors, 4 Vice Presidents, CFO, and CIHR President. After the successful completion of criteria development, CIHR is expanding their use of Decision Lens to prioritize their 200+ grant awards and allocate funds to the portfolio in the most cost-effective manner possible.

eBay

Decision Lens is helping us
make smarter decisions by
improving our ability to prioritize across a wide range of marketing programs. Its streamlined process allows us to evaluate many key factors and focus on areas that we believe will deliver the most value.

VICE PRESIDENT OF MARKETING,
EBAY MARKETPLACES

eBay is a global online marketplace. US eBay Marketplaces, with net revenues totaling $1.5 billion, uses Decision Lens to define their strategic objectives and allocate funding to all marketing programs. eBay uses Decision Lens to determine market potential, evaluate target audiences, and select those marketing initiatives that provide the best performance for the organization. eBay Marketplaces has been able to determine which initiatives best meet the goals of eBay Auctions and eBay Motors, and is recognized by senior management as a strategic asset.

Johnson & Johnson, McNeil Nutritionals

Business Planning and Global Investment Selection

People really don't understand how their investments affect the future. Decision Lens puts it all in one place.This is a much-needed tool in corporate America.

CFO, MCNEIL NUTRITIONALS

McNeil Nutritionals, makers of popular brands such as Splenda and Lactaid, is using Decision Lens to decide which investments in key new technologies and brands best meet the company’s strategic goals as set for th by their global management board. McNeil Nutritionals is using Decision Lens to prioritize and optimize their global investment alternatives across the entire company, including international regions and multiple brand groups. Additionally, McNeil Nutritionals is using the outputs from Decision Lens as part of their portfolio management and production scheduling efforts.

CLOROX

Strategic Planning, Budgeting and Resource Allocation

Clorox is using Decision Lens to prioritize major corporate strategic imperatives and allocate resources to the highest value activities in support of business objectives. Decision Lens is being used for both corporate strategy alignment among executives and resource allocation decision making.

Educational Management Corporation (EDMC)

Business Planning

EDMC, one of the largest providers of post-secondary education in North America, is the parent company for The Art Institutes, Browne Mackie College, Argosy University, and South University. EDMC is using Decision Lens to determine the best initiatives to support continued business growth and profitability

Amtrak

Vendor Selection, Product Design

Applying Decision Len's innovative process for decision making enabled our Technical Evaluation Committees (TEC) to focus on key business and technical drivers in evaluating vendor proposals.The commitees were able to quickly and effectively discern major strengths and weaknesses in vendor proposals and consistently apply their logic in selecting the best vendor.

SENIOR DIRECTOR,
ON BOARD SYSTEMS

Amtrak is using Decision Lens to improve the experience for Amtrak riders. Called the “Point of Service” system, Amtrak is using Decision Lens to define their Point of Service priorities, and then to select a new software/hardware platform that best aligns with their priorities in order to fundamentally redesign the way that they offer services to customers on board the trains.The system that Amtrak selects will be core to their offerings and to the rider experience, managing the Point of Service supply chain on Amtrak trains, from offering tickets through wireless handhelds that the conductor uses, to the food ser vice and how credit cards are used, to tracking and managing the food inventor y on the trains and supply centers, etc. Amtrak’s On Board Systems Group is performing a “Best Value” source selection for the Amtrak Train Data Communications System. Amtrak is using Decision Lens software to select vendor s to implement a series of strategic initiatives to improve customer service and operational efficiencies across the National Railroad Passenger System. The Train Data Communications system will provide a key capabilities to improve ser vice quality by minimizing delays, improve system operations capabilities by enabling communications with trains on a more consistent and reliable basis, and reduce wasted operating expense by taking advantage of proactive fuel conser vation compliance capabilities and limiting correctable line-of road engine failures.

Petrobras

R&D Project Prioritization

Petrobras is the largest energy company in Brazil.The CENPES division of Petrobras is responsible for R&D investments, and is renowned worldwide for developing the expertise to execute deep-water oil extraction. CENPES has selected Decision Lens to drive their R&D project prioritization and investments, enabling them to select those projects that align best to Petrobras’ strategic priorities, and evaluating which R&D investments deliver the “best value”, based on a variety of factors.

Spirit AeroSystems

Engineering Trade Studies and R&D Project Prioritization

Spirit AeroSystems is the world’s largest first-tier aero-structures manufacturer.The company builds several important pieces of Boeing aircraft, including the fuselage of the 737, portions of the 787 fuselage, and the cockpit of nearly all of its airliners. Effective systems engineering systematically builds decisions upon a solid foundation of knowledge of project goals, objectives and relevant information. Spirit AeroSystems uses Decision Lens to develop their next-generation products.

Rebuilding Together

Strategic Planning Decisions

Rebuilding Together is a rapidly growing non-profit organization that focuses on helping disadvantaged families rebuild their dilapidated homes. Their board is comprised of senior executives from various corporations. Rebuilding together uses Decision Lens to set priorities and determine which strategies the board should spend their time pur suing to help Rebuilding Together meet their changing and growing business objectives