Our customers are the backbone and the inspiration for all the hard work we put in every day. The Decision Lens software is customer focused and driven by their real world needs and feedback. We measure our success by the happiness of our clients, and we could not do that without the successful partnerships we have forged with multiple industry leaders over the years.
Commander, Navy Installations Command (CNIC) is responsible for worldwide shore installation support for the United States Navy under the Chief of Naval Operations. CNIC is using Decision Lens to:
Defense Health Agency (DHA) had a low-tech approach to facilities prioritization and lost funding due to inability to defend the project values against requested money. To combat the unbalanced distribution of funds, they turned to Decision Lens to:
The Defense Logistics Agency (DLA) is the Department of Defense’s largest logistics combat support agency. With Decision Lens, DLA can:
The Federal Aviation Administration (FAA) is the national aviation authority of the United States. With Decision Lens, the FAA can:
Decision Lens was selected by the U.S. Federal Railroad Administration (FRA) to assist with prioritizing funding for its IT and R&D portfolios. Established in 1966, the FRA employs a staff of over 800 and is one of 10 agencies within the Department of Transportation concerned with intermodal transportation. It operates through seven divisions under the offices of the Administrator and Deputy Administrator.
The General Services Administration’s (GSA) is an independently-run agency dedicated to the support and management of basic functions for agencies in the United States government. GSA uses Decision Lens for:
- IT Director, US Federal Civilian Agency
Joint Improvised-Threat Defeat Organization (JIDO) uses Decision Lens to drive prioritization of investments that will help counter improvised explosive devices (IED). They are now able to:
The Joint Staff is using Decision Lens to prioritize initiatives and allocate available funding for only the most valuable projects. This provides the Comptroller with a transparent and repeatable process for budget decisions that builds consensus with all stakeholders. The Joint Staff now has a:
The National Institutes of Health uses Decision Lens for strategic research project prioritization initiatives in order to:
National Park Service (NPS) has selected Decision Lens software to support its strategic prioritization of contaminated site cleanup projects across Park lands. Decision Lens software will be used to enhance strategic decision-making and its alignment with investment level decisions.
NPS’ Contaminated Sites Program (CSP), with its strategic advisor, Rebecca Reynolds Consulting (RRC), is developing this decision-making model that will be used to identify the highest value portfolio of site cleanups across its inventory. This model may also serve as a pilot for potential Department-level strategic decision-making across the other five bureaus addressing contaminants issues.
Decision Lens is providing the 11th Wing with the ability to optimize its workforce at the Squadron level by addressing common concerns like workload distribution, communication and support up and down the chain of command, and an adequate work/life balance for their Airmen.
Previously, USDA struggled to achieve alignment between their IT strategy and budget allocation. Now with Decision Lens, USDA can:
TRADOC headquarters has licensed the Decision Lens cloud-based and FedRAMP compliant solution to prioritize and resource functional investments. TRADOC prioritizes Mission 1-n functions and Functional Training (FT) 1-n courses annually using the Decision Lens software. The primary prioritization products are the Mission 1-n Prioritization List and the Functional Training (FT) 1-n Prioritization List. Prior to Decision Lens, these products were produced annually using spreadsheets.
Department of Transportation for the State of Arizona has selected Decision Lens’ new capabilities for optimizing investments across multiple portfolio types to achieve specific performance metrics in support of MAP21 from the USDOT. This new capability will enable the state to evaluate proposed spending across multiple transportation asset types such as roads, bridges, highways and more in order to achieve improved performance towards factors like safety and traffic congestion.
The Arkansas Department of Transportation (ARDOT) uses Decision Lens to identify and establish priorities for the state’s Goals and Objectives and Performance Measures. These priorities are part of the framework used to prioritize and optimize LRITP investment levels that will support decision-making and provide external accountability.Arkansas Department of Transportation can:
BART, based in the San Francisco Bay Area, uses Decision Lens for capital programming decisions focused on station modernization.
The Delaware Department of Transportation uses Decision Lens for capital programming decision across the state of Delaware, including project prioritization and resourcing. DelDOT uses Decision Lens in conjunction with regional planning organizations to optimize DelDOT’s budget spend.
The Mississippi Department of Transportation uses Decision Lens to prioritize and plan their 25 year capital program.
- Michael DeAngelo, Deputy CIO State of Washington
Pennsylvania DOT uses Decision Lens for all capital planning and asset management decisions across the state of Pennsylvania including interstates, bridges, and IT investment decisions. They were able to:
The State of Ohio’s Office of the CIO uses Decision Lens to strategically prioritize IT program investments and to allocate resources to IT projects across the state.
Washington State OCIO needed to balance the needs of the State Legislature and the other state agencies all while making best use of their $400M budget. With Decision Lens, they can:
Texas Department of Transportation (TxDOT) has selected Decision Lens software to enable performance-based investment planning built around agency goals & objectives, priorities, and performance targets. Decision Lens will be further used to satisfy state legislature requirements for objectivity, transparency, and accountability. The license will be used by the state DOT and the Metropolitan Planning Organizations (MPOs) that guide transportation planning throughout Texas.
Utah DOT is using Decision Lens to assist in prioritizing projects for maintaining and upgrading more than 6,000 miles of state highways. With Decision Lens, Utah DOT:
The Washington State Department of Transportation uses Decision Lens to prioritize, select, and resource the capital investment projects for the DOT across the state.
Decision Lens is being used to guide IT investments at the headquarters level at Boeing. The use of Decision Lens is strategic and transformational, enabling the organization to prioritize, evaluate, select, and resource projects across the IT portfolio in alignment with corporate strategic goals, and identifying and rooting out inefficiencies and redundancies to open up resources for reallocation towards new business capabilities.
Genentech had a robust process in place for decision making, but recognized that bad decisions were very costly. With Decision Lens, Genentech:
The Diagnostics Solutions and GYN Surgical Solutions divisions at Hologic use Decision Lens to prioritize R&D investments. Hologic, Inc. is a leading developer, manufacturer and supplier of premium diagnostic products, medical imaging systems and surgical products. The Company’s core business units focus on diagnostics, breast health, GYN surgical, and skeletal health.
NOVA Chemicals is a leading provider of plastics and chemicals that make everyday life safer, healthier, and easier. They are using Decision Lens for improvement initiatives across the company, to increase transparency, communication, and collaboration when it comes to decision-making, and to align resources appropriately after decisions are made.
Pearson Education's Value Realization Office uses Decision Lens for their strategic prioritization and planning.
