Chairman keynote 'master relationship management is coming of age' - aaron zornes (nyc october 2015)

"MASTER RELATIONSHIP MANAGEMENT"

IS COMING OF AGE

Chairman’s Keynote

10th Annual MDM & Data Governance Summit

New YorkOctober 5, 2015

ABOUT THE MDM INSTITUTE

• Founded 2004 to focus on MDMbusiness drivers & technology challenges

• MDM Advisory Council™of 150 Global 5000 IT organizations with unlimited advice to key individuals, e.g. CTOs, data architects

• MDM Business Council™ website

access & email support to 55,000+ members

• MDM Road Map & Milestones™annual strategic planning assumptions – e.g., http://tinyurl.com/MDM-next-gen

• MDM Market Pulse™ monthly surveys

• MDM Fast Track™ one-day

public & onsite workshop rotating quarterly through major North American, European & Asia-Pacific metro areas

• MDM & Data Governance

Summit™ annual conferences in

NYC, San Francisco, London, Singapore, Sydney, Toronto & Tokyo (**Shanghai in 2016)

“Independent, Authoritative, & Relevant”

About Aaron Zornes Leading industry analyst authority on topics of MDM, CDI, RDM & Data Governance

Founder & Chief Research Officer of the MDM Institute Conference chairman for MDM & Data Governance Summit conference series

Founded & ran META Group’s largest research practice for 14 years M.S. in Management Information Systems from University of Arizona

© 2015 The MDM Institute www.The-MDM-Institute.com

http://tinyurl.com/MDM-next-gen

MORE MDM PROGRAMS GET THEIR SUCCESSFUL START

AT MDM & DATA GOVERNANCE SUMMITS THAN ANYWHERE ELSE


MDM & Data Governance Summit New York - Sheraton Times Square ▪ October 4-6, 2015

MDM & Data Governance Summit Shanghai - Shanghai Int’l Convention Ctr ▪ Spring 2016

MDM & Data Governance Summit Europe - London ▪ May 16-19, 2016

MDM & Data Governance Summit San Francisco ▪ July 2016

MDM & Data Governance Summit Asia-Pacific - Doltone House – Sydney ▪ July 2016

MDM & Data Governance Tokyo - Belle Salle Kanda – Tokyo ▪ August 2016

MDM & Data Governance Summit Canada - The Carlu – Toronto ▪ Fall 2016

MDM MARKET GROWTH = >18% CAGR

• CDI (MDM of Customer) software

• $644 million market YE2012

• $1 billion by YE2015

• PIM (MDM of Product) software -- incl store content info & metadata

• $688 million market YE2012

• $1.1 billion by YE2015

• > 50% of MDM revenue led by offerings from small &

best-of-breed vendors

** Source: Gartner Research


MASTER DATA MANAGEMENT (MDM)


“Top 10” Evaluation Criteria

MDM INSTITUTE FIELD REPORTS – MDM**

• Ataccama

• Dell Boomi

• Enterworks

• IBM InfoSphere MDM

• Informatica MDM

• IBI Master Data Suite

• Innovative Systems Inc.

• Kalido MDM

• Microsoft MDS

• Neo4j

• Oracle MDM

• Orchestra Networks

• Pitney Bowes

• Profisee

• Reltio

• Riversand

• SAP MDM, MDG & MDS

• SAS MDM

• Semarchy

• Software AG

• Stibo

• Talend

• Teradata MDM

• TIBCO MDM

• Vin MDM

• VisionWare

** Persisted CUSTOMER or PRODUCT data hubs© 2015 The MDM Institute www.The-MDM-Institute.com

Formally Presented During Conference Chairman Keynote on Thursday

MASTER DATA GOVERNANCE (MDG)




MDM INSTITUTE FIELD REPORTS – MDG

• ASG

• Ataccama

• BackOffice Associates

• Collibra

• EMC/RSA/Archer

• IBM MDPM

• IBI MD Center

• Informatica IDD

• Kalido DGD

• Microsoft DG Console

• Mike 2.0

• Oracle DGF, DRG

• Orchestra Networks

• SAP MDG

• SAS Data Governance

• Software AG

• Utopia MDG-EAM

• Varonis

Included in conference proceedings

REFERENCE DATA MANAGEMENT (RDM)



MDM INSTITUTE FIELD REPORTS – RDM

• Ataccama RDM

• Collibra Reference Data Accelerator

• IBM RDM Hub

• Informatica RDM

• Kalido

• Microsoft RDM (t.b.a.)

• Oracle Site Hub, DRM

• Orchestra EBX

• Profisee

• Semarchy Agile RDM

• Software AG WebMethods

OneData

• Teradata LRDM

• TopQuadrant TopBraid RDM


Included in conference proceedings

MDM INSTITUTE ADVISORY COUNCIL

150 organizations who receive unlimited MDM advice to key individuals, e.g. CTOs, CIOs, & MDM project leads

Representative Members

Mayo Clinic McKesson Médecins Sans

Frontières Medtronic Microsoft Motorola National Australia

Bank Nationwide Insurance NetApp Norwegian Cruise

Lines Novartis Pearson PC Connection Polycom Pratt & Whitney

Canada

3M Allergan BCD Travel Bell Canada Caterpillar Cisco Citizens

Communications COUNTRY Financials Educational Testing

Svcs EMC GE Healthcare Honeywell Information Handling

Svcs Intuit Loblaw

Qwest Ralph Lauren Roche Labs Rogers Communications Scholastic Stryker SunTrust Sutter Health TNT Express Telkom South Africa UCB Pharma UK Home Office Visa Europe W.W. Grainger Westpac Weyerhaeuser Woolworths Australia


RECENT EU-MIDEAST-AFRICA UPTAKE OF MDM

Maersk (DK)

Nercedes (DE)

Mitchells & Butlers (UK)

Мир Книги (RU)

Mundipharma

Network Rail (UK)

NFU Mutual (UK)

Norway Post (NO)

Orange

Otto Group (DE)

Ouest-France (FR)

Peter Justesen

Philips Medical Devices (NL)

PPL

Prisa Digital (ES)

RTE (FR)

Rusatom (RU)

RussiaEnergy(RU)

Ruukki (FI)

Sainsbury (UK)

Sartorius Werkzeuge (DE)

Sberbank (RU)

Schweizer Bundesbahnen (CH)

3 Suisses (CH)

Achmea (NL)

Accor (FR)

Al Hilal Bank (UAE)

Alstom (FR)

Argos

ASICS (NL)

Banque Centrale Populaire (MO)

Banco Santander (ES)

BANKART

Baumarkt Direkt (DE)

Belastingdiens (Dutch Tax Office)

Belgacom (BE)

Belgium Post (BE)

Berner (FI)

Bluarancio

BNP Paribas (FR)

Boots (UK)

Borough of Camden (UK)

Bouygues Telecom (FR)

Brütsch-Rüegger

Carrefour (FR)

Credit Agricole (FR)

Commune di Roma (IT)

Compagnia Assicuratrice

Dalkia (FR)

Deutsche Telkom (DE)

DHL (DE)

Dubai World (UAE)

DSV

Eli Lilly (UK)

Euroclear

EADS (FR, ES, DE)

Feu Vert (FR)

Gazprombank (RU)

Grenekramp (NL)

Hypo Vereinsbank

ING (NL)

John Lewis (UK)

Lapeyre (FR)

LaSer Cofinoga (FR)

LeShop (FR)

Lloyds (UK)

Representative Sample


Société Générale (FR)

Sociale Verzekeringsbank

Sogei S.p.A. (IT)

Sonae

Saint-Gobain (UK, FR, BE, NL)

Stallergenes

Syngenta (CH)

Swisscom (CH)

SwissGrid (CH)

Talk Talk (UK)

Telecom Egypt (EG)

Tesco Bank (UK)

The Travel Group (UK)

Travel Port (UK)

TUI (UK)

Van Marcke

Veolia (FR)

Viega (ES)

Visa Europe (EU)

Volvo Truck (SE)

WIND Telecom

RECENT NORTH AMERICAN UPTAKE OF MDM

Oppenheimer Funds Panera Bread Payless Pearson PetSmart Pitney Bowes Polycom Prudential PTC RadioShack Sabre Smith & Nephew Sony Pictures Entertainmento Spectrum Pharmaceuticals T-Mobile Target Teach for America TELUS

Time-Warner Cable TJ Max Toys R Us Travelport Union Bank US Bank Uti Visa Walt Disney Resorts Whataburger Whole Foods WR Berkley Wyndham

AARP ADP Allied World Assurance Co. (AWAC) Apria AutoTrader.com BB&T Belk BestBuy Biogen Idec BJ's Wholesale Club Blackstone Group BMC Software Bombardier BNY Mellon British Columbia Cooperative Canadian Border Security Agency Canada Revenue Agency CarFax Celgene Chartis Chevron Clorox Collective Brands Costco Covidien Delhaize America Desjardins Devon Energy Essilor Federal Reserve Board

Federated Co-Operatives, Ltd. FHA Frontier Communications First American Title Fox Global Hyatt Guy Carpenter HCA Hilton Worldwide Home Depot Canada Houghton Mifflin Harcourt

Huntington Bank Intact Financial John Wiley & Sons Jones Lang LaSalle JP Morgan Chase KeyBank Kroger Levi Strauss Logitech Maersk MassMutual Mayo Clinic McKesson MeadWestvaco Men’s Wearhouse Morgan Stanley Nextel Northern Trust NY Times



RECENT ASIA-PACIFIC UPTAKE OF MDM

Optus-Singtel (AU)

Origin Energy (AU)

Perodua Otomobil (ID)

Rio Tinto (AU)

Queensland Health (AU)

RAC Victoria (AU)

RAC WA (AU)

Samsung (KR)

Samsung Life (KR)

Shenzhen Development Bank (CN)

Shanghai GM (CN)

Shanghai Regional Community Bank (CN)

Simplot (AU)

Suncorp (AU)

Sydney Water (AU)

Tai Kang Life (CN)

Taiping Life (CN)

Taiwan Mobile (TW)

Telecom NZ (NZ)

Telstra (AU)

Tongshan Tax Bureau (CN)

Tower Australia (AU)

Tsingtao (CN)

University of Sydney (AU)

Westpac (AU)

Zhejiang Tailong Commercial Bank (CN)

AmBank (MY)

AMP (AU)

ANZ (AU)

Asics (JP)

Alliance Bank Malaysia (MY)

AMP (AU)

ATO (AU)

Australia Post (AU)

Bank Central Asia (ID)

Bank Negara Indonesia (ID)

Bank of China (CN)

Bank of Commerce (CN)

Bank Tenaga Negara (MY)

Bendigo Bank (AU)

BHP Billiton (AU)

CBA (AU)

Centrelink (AU)

China CITIC Bank (CN)

China Unicom (CN)

Chongqing Changan Automobile Co. (CN)

Daihatsu Motor Co. (JP)

Dept of Educ - SA

Dept of Educ – WA

Dept of Culture & Heritage (AU)

FANCL (JP)

Fareast Tone

Fujitsu (JP)

GCG China (mobile) (CN)

GE Money (AU)

General Dept of Taxation (VN)

Huawei (CN)

HK Trade Development Council

IP Australia (AU)

Japanese Research Institute (JRI)

Korea Life Insurance (KR)

Korea Telecom (KR)

Krung Thai Bank (TH)

KT&G (KR)

Lion Nathan (AU)

Macquarie Bank (AU)

Ministry of Educ (SG)

Ministry of Finance (CN)

Ministry of Health (NZ)

Ministry of Health (SG)

Mitsubishi Motors (AU)

Mizuho (JP)

MLC (NAB)

Mobily (SA)

Muranaka Medical Instruments (JP)

NAB (AU)

New Zealand Customs (NZ)

NTT (JP)



MACRO MDM MARKET TRENDS

• Market consolidation – MDM+DI+DQ+Apps

• IBM InfoSphere MDM = DWL+Initiate+Trigo+Lombardi+ Ascential+Vality+SRD+LAS

• Informatica MDM = Siperian+DataScout+Heiler+Similarity+ Evoke+Identity

Systems+AddressDoctor

• Oracle MDM = Siebel UCM+SilverCreek+Datanomics+Sun MDM+Hyperion

MDM+GoldenGate+Sunopsys+Carleton

• SAP MDM = A2i+Business Objects+FirstLogic+Purisma+Hybris

• “Big Data” - Data volumes + 3rd party reference data + Social network data + Unstructured data

• “MDM Duology” - Mega vendor (IBM, INFA, Oracle, SAP) for Customer/Product/Supplier &

2nd/3rd tier for “everything else” (RDM, location, et al)

• Explosion of “location-aware services”

• Actionable insight vs. data management


NEXT-GENERATION MDM

• Savvy IT architects are moving on to planning for next-gen MDM capabilities to

address increasingly mobile society – “system of engagement” preferred to

“system of record”

• These capabilities are needed to address opportunities & challenges of

increasingly mobile & Big Data-driven world

• For many G5000 enterprises, MDM is a relatively mainstream business strategy

when it concerns CUSTOMER or PRODUCT master. Or so they thought...

• With "perfect storm" of Big Data, Cloud & Mobile brewing, once leading-edge

MDM architectures are quickly becoming obsolescent &/or IT "money pits“


Because master data is required to provide competitive advantage, increase customer service levels & drive new product/service combinatorial market

offerings, MDM must embrace Big Data in order to deliver such capabilities ... as well as Cloud-enablement/deployment/integration

2015-16 MDM PLANNING ASSUMPTIONS

• Pervasive MDM

• Data governance

• Business process hubs

• Business-critical MDM

• Universal MDM

• Reference data

• Cloud MDM

• Social MDM

• Public/Private MDM

• Big Data

• Temporal MDM

• Budgets/skills

Strategic planning assumptions to assist IT organizations & vendors in coping with flux & churn of emerging MDM vendor landscape


PERVASIVE MDM (MDM AS A SERVICE)STRATEGIC PLANNING ASSUMPTION

• During 2015, enterprise application providers will continue to deploy

en masse next generation of MDM-innate (vs. MDM-aware) applications

• Concurrently SaaS vendors will struggle to provide integrated/native

MDM; select SaaS providers will finesse this issue via strategic

partnerships & investments in MDM

• Through 2015-16, mega vendors MSFT & ORCL will infiltrate

departmental MDM– via Microsoft MDS & Oracle DRM respectively;

mega vendors will deliver enterprise strength “DQ as a Service”

• By 2017, the market for MDM-innate applications will exceed that for

MDM platform software

MDM-innate (e.g. Fusion MDM) will overwhelm MDM-enabled applications


WORKING DEFINITIONS

Data Governance (DG)

Formal orchestration of people, process &

technology to enable an organization to

leverage data as an enterprise asset

across different LOBs & IT systems

“Passive” Data Governance

Data steward consoles & other reactive data

management capabilities focused on

after-the-fact data compliance;

often batch-like & not integrated with MDM

Master Data Governance aligns IT-centric viewpoints & business-centric viewpoints regarding data quality; MDM & MDG are becoming

natural way of aligning data with business processes

“Proactive” Data Governance

Metrics-driven, crowd-sourced capability for

business users & IT to actively control their

shared data across different lines of

business & IT systems

“Active” Data Governance

Metrics-enabled, upstream data policy

enablement; replaces manual data admin

processes with role-based, real-time SME

empowerment


DATA GOVERNANCESTRATEGIC PLANNING ASSUMPTION

• Through 2015, most enterprises will struggle with enterprise DG while

they initially focus on customer, vendor, or product; integrated DG that

includes E2E data lifecycle will increasingly be mandated as a phase 1

deliverable

• During 2016-17, major SIs & MDM boutiques will focus on productizing

DG frameworks while mega MDM software providers struggle to link

governance process with process hub technologies

• By 2017, vendor MDM solutions will finally move from “passive-

aggressive" mode to “proactive" Data Governance mode

DG *must* evolve from point products (i.e., to address customer or product MDG only) to enterprise data governance (supporting multiple domains such as customer, product, supplier, location, price, etc.)


BUSINESS PROCESS HUBS STRATEGIC PLANNING ASSUMPTION

• During 2015, MDM solution providers & BPM solution providers will

moderately collide in market as former acquire or build out BPM-centric

MDM; both camps will be challenged to unify domains as there exist

different business processes for CDI & PIM

• Through 2015-16, however, BPM-centric MDM will suffer from BPM’s

traditional focus on modeling & not executing MDM rules, as well as BPM-

centric vendors' ineffectiveness in mktg against MDM-centric vendors

• By 2017, all mega MDM & BPM vendors will have overcome this dogmatic

bias as enterprise BPM needs to execute within governance & vice versa

be able to execute MDM workflows within BPM

From the enterprise perspective, a complete MDM solution requires Rules & Reference Data to be applied across domains


CLASSICAL MDM “USE CASES”

For most G5000 enterprises, multiple (often all) variants will be needed to make MDM initiatives successful

Analytical MDM

Definition, creation & analysis of

master data to measure the

business; examples: counterparty

risk management applications &

financial reporting consolidation

Collaborative MDM

Definition, creation & synchronization of

master reference data via workflow & check-

in / check-out services; examples: PIM data

hubs & AML

Operational MDM

Definition, creation &

synchronization of master data

req’d for transactional systems & to

run business; examples: customer

hubs & securities masters

© 2015 The MDM Institute www.the-MDM-Institute.com

BUSINESS-CRITICAL MDMSTRATEGIC PLANNING ASSUMPTION

• Through 2015, dogmatic spats regarding analytical vs. operational vs.

collaborative MDM use cases become historic artifacts as each become

business-critical MDM which demands zero downtime; certain MDM

vendors will continue to sell better in reference data user use cases due to

lack of scalability imposed by their semantic flexibility

• As enterprises increasingly focus on 1:1 mktg, importance of “master

relationship management” & “system of engagement” will become leading

MDM business case for many industries

• During 2015-16, MDM platforms will provide in-situ capabilities to change

data model, business rules, etc. … without taking MDM services offline

• By 2017, this will impact way master data svcs are syndicated & delivered

… regardless of regular ablutions such as software upgrades

MDM is about improving business processes – enterprises expect enterprise-strength MDM-powered applications targeted at their industry or problem set


UNIVERSAL MDM (MULTI-DOMAIN MDM) STRATEGIC PLANNING ASSUMPTION

• During 2015, MDM evaluation teams will assume (& insist) that all MDM software platforms targeted for enterprise-level deployment or major role in mission-critical systems fully support both PARTY & THING entity types

• Through 2015-16, mega vendors will continue to deploy separate CDI & PIM stacks while nouveau MDM vendors attempt to position this as "legacy MDM" failing; MDM-ready data models will continue to bolster mega vendor MDM sales – esp. IBM, Oracle & SAP

• By 2017, all operational CDI hub vendors will add "PIM light" capabilities, & all PIM vendors will add B2C PARTY entity domain

• By 2017-18, graph DB technology will increasingly provide “hub of hubs” MDM layer to rationalize relationships across domains & provide “master relationship management” modelling & analytics

Most PIM are multi-domain, not just PIM … always include SUPPLIER; CDI always has ENTITLEMENTS, etc.;

Graph DB-enabled MDM will crosswalk all domains© 2015 The MDM Institute www.The-MDM-Institute.com

REFERENCE DATA MANAGEMENTSTRATEGIC PLANNING ASSUMPTION

• Through 2015, reference data will continue as a key entry point for

enterprises & in turn unduly influence choice of MDM for Customer, Product

& other domains; large enterprises will continue to mandate that REFERENCE

data be part of MDM platform's native entity types

• During 2015-16, MDM vendors will begin to market RDM to apply an MDM

approach for centralized governance, stewardship & control; SIs will move

into this market via OEMing of Informatica & IBM MDM into "securities

master" market under pricing umbrella of GoldenSource

• By 2017, pervasive, low cost RDM will be commoditized via the efforts of

Ataccama, Microsoft & Oracle; mega vendors will respond by providing

throttled” MDM hub with RDM as licensed domain

Managing “simple” reference data will prove to be a key sales entry point for MDM vendors


CLOUD MDM (CLOUD-ENABLEMENT, ARCHITECTURE & INTEGRATION)

STRATEGIC PLANNING ASSUMPTION

• During 2015, single- & multi-tenant Cloud MDM will continue to attract

SMBs to achieve MDM benefits without long-term project & major

expense; while offering enticing entry point for large enterprises (opex

vs. capex, federated architecture for geo-distributed organizations, POCs)

• Through 2015-16, integration of on-premise MDM w/ SaaS apps will arrive

via SFDC, SAP BBD, et al, however, enterprises will wrestle w/ DI issues

btw on-premise & cloud w/ majority of orgs unwilling to house master

data about CUSTOMERS/PRODUCTS/SUPPLIERS in public cloud ...

Enterprise reference data increasingly is an exception to this rule

• By 2017, Cloud-innate services for DQ & DG will be more prevalent;

however, enterprise operational MDM will remain “on premise” w/

increasing integration to Cloud applications

MDM-enabled apps will migrate to public Cloud, especially for decentralized/geographically distributed organizations


SOCIAL & MOBILE MDMSTRATEGIC PLANNING ASSUMPTION

• During 2015, 360° view of “X” will take on new meaning due to “data blind

spots” of traditional MDM; enterprises will realize need to reconcile social

identity with corporate/ household identity to provide authoritative

master data to drive e-mktg & commerce within social networks

• Through 2015-16, next-gen MDM will address “sphere of influence” to

incorporate both extended & non-obvious relationships to grow share of

wallet from individual to exo-ego network as disruptive sales strategy (vs.

ego-centric mktg); “system of engagement” will begin to surpass “system

of record” for many industries & use cases

• By 2016-17, mobile location-based services enhanced with location-

specific customer info will raise ante for e-commerce within & outside

major social networks

Data-related processes must align w/ real world intricacies – especially complex relationships & hierarchies of mobile customers &

extended social networks© 2015 The MDM Institute www.The-MDM-Institute.com

TEMPORAL MDM (REAL-TIME & TIME-TRAVEL)STRATEGIC PLANNING ASSUMPTION

Object/Graph DB-based MDM will dominate in time-travel; RDBMS-based MDM dominates real-time MDM updating

• During 2015, MDM requirements will increasingly evolve from myriad of batch match/merge processes for evergreening master data into near real-time best of breed data consolidation architectures; mega vendor MDM platforms with RDBMS underpinnings will compete to outperform each other, while next-gen MDM solutions will lag due to overhead of semantic/object models

• Through 2015-16, compliance & other corporate functions will increasingly mandate temporal MDM to view & manage entities & hierarchical relationships at a specific point in time (past, present or future)

• By 2017, temporal MDM will be standard feature of majority of MDM platforms


BIG DATA (& IN MEMORY)STRATEGIC PLANNING ASSUMPTION

• During 2015, performance of all major aspects of base MDM functionality will benefit from performance-enhancing capabilities of big memory configurations — from batch loading of MDM hubs to identity resolution to operational updates; managing BI dimensions of “monster marts’ (Hadoop) will revitalize notion of “analytical MDM” use case

• Through 2016, Big Data will continue to repatriate itself into MDM fabric via registry overlays as yet another source; mining of Big Data to populate Social MDM & perform entity matching on Big Data stores will help provision 360° view of entity from public, subscription & enterprise data

• By 2016-17, very large enterprises (e.g., fin svcs, large gov’t agencies) will look to real-time MDM flows & scaling of MDM solutions via elasticity of Cloud-based solutions, in-memory DBs & next-generation ETL/MDM; in-memory DB will further escalate ability of Graph DB to deploy as super layer onto multiple MDMs

Big Data innately requires both MDM & Data Governance to be effective & sustainable


MOST COMMON MDM TOPOLOGIES

Composite/Hybrid is majority architectural preference; Registry/Virtual 2nd choice

IMPLEMENTATION STYLE DESCRIPTION

External (Service Provider) • Database marketing providers

• Data service providers

• Service bureaus

• Data as a Service, DQ as a Service (both Cloud-based)

Persistent (Database) • Master customer information file/database

• Operational data store/active data warehouse

• RDBMS + Extract-Transform-Load (ETL) + Data Quality (DQ)

Registry (Virtual) • Metadata layer + distributed query (enterprise information

integration or EII)

• Enterprise application integration (EAI)

• Portal

• Hierarchical layer

Composite (Hybrid) • Ability to fine-tune performance & availability by altering

amount of master data persisted

• XML, web services & service-oriented architecture (SOA)

“Chernobyl” • Encapsulate legacy applications

© 2015 The MDM Institute www.the-MDM-Institute.com

BUDGETS/SKILLSSTRATEGIC PLANNING ASSUMPTION

• During 2015, the number of IT professionals trained in a specific MDM

solution will increase 50-75% Y2Y, however, IT organizations &

consultancies will struggle to recruit & retain MDM veterans who have had

a major role in a successful MDM deployment

• Through 2015-16, enterprises will continue to spend 3X to 4X in “plan” &

“build” services vs. MDM software

• By 2017-18, supply of MDM-experienced consultants will catch up w/

demand & SIs will scramble to find new opportunities for their

expensively recruited & trained talent; Data Governance positions will

continue to demand strong native language skills & localized presence

MDM MILESTONE

Given substantial investment businesses undertake with SI partners, this area must be given scrutiny – not only to contain

costs, but to insure success of this vital infrastructure investment


MDM & DATA GOVERNANCE SERVICES

This area must be given scrutiny – not only to contain costs, but to insure success of this vital investment


• Market for MDM & Data Governance services reached $2.5B during 2012

& will exceed $4 billion by 2015

• Systems integrators are essential to success of majority of MDM projects,

yet previously incumbent SIs usually are no longer so

• Data Governance assistance from SIs will remain especially critical to

success of MDM programs during 2015-16 as organizations deal w/

shortage of tools, experience & tool expertise

FIELD REPORT: MAJOR SI PARTNERS

• Accenture

• BackOffice Associates

• Capgemini

• CGI-Logica

• Cognizant

• Deloitte

• IBM BAO/GBS/

Lab Services

• Informatica Pro Svcs

• Infosys

• Knowledgent

• Lumendata

• Oracle Pro Svcs

• Prolifics/Stream Integration

• SAP Pro Svcs

• Tata

• Utopia

• Wipro


FIELD REPORT: MDM & DG SPECIALISTS • Adastra

• Affecto

• AN Info Systems

• Arhis

• Black Watch Data

• Business & Decisions

• Consology

• Datpro

• Detica

• DATUM

• eCenta

• Edificio

• Entity Group

• First San Francisco Partners

• GlobalSoft

• HighPoint Solutions

• Hitachi/Sierra Atlantic

IMT

Information Asset

InfoTrellis

Jibes

Koeus

Myers-Holum

Project Performance Corp.

NorthGate

Perficient

Platon (Deloitte DK)

SDM

Serene

SITA

Sogeti

Steria

Streevus

TaskData


FIELD REPORT: MAJOR CONSULTANCIESWITH MINOR PRACTICES

• Abeam

• Atos

• Avanade

• BearingPoint

• CSC

• Dell/Perot Systems

• Fair Isaac / Braun

Consulting

Fujitsu (Born, DMR)

Hitachi Consulting

HP/Knightsbridge/EDS

Lockheed Grumman

Mahindra Satyam

PwC

SAIC

SBS (Siemens Business Services)

Unisys


BOTTOM LINE: MDM & DATA GOVERNANCE

• Invest in DG for long-term sustainability & ROI of MDM

• Acknowledge currently marketed DG does not exist as integrated

solution

• Plan for most MDM vendors to deliver DG during next 6-12 months

• Recognize mega vendors (IBM, INFA, ORCL, SAP) focused to deliver

MDG capability in 2015-16 – with resultant partner chaos

• Manage SI partner to integration roadmap with MDM platform of

choice & to avoid “brain drain”

Plan now to realize economic value & competitive differentiation via multi-entity MDM during next 2-5 years


RUN, GROW & TRANSFORM THE BUSINESS

• MDM is a major IT initiative underway at most market-leading Global 5000

enterprises

• Most enterprises & solutions vendors are finding near-term success with

single-faceted approach inherent with 3rd generation MDM solutions

• Myopically focusing solely on single data domain & usage style is detrimental

to longer term business strategy of integrating supply, demand, & info chains

across both intra- & extra-enterprise boundaries

• Coming to market during 2015-16 are 4th gen multi-entity MDM solutions

which address req’mnt for multiple domains & styles as well as reference data

• Master Data Governance (MDG) remains the “X” factor

• “Master Relationship Management” & “system of engagement” will introduce

new business drivers for MDM adoption

Without single view of X (customer/supplier/product) your organization cannot be fully effective, efficient or manage risk


MDM INSTITUTE ADVISORY COUNCIL

• Advisor agrees to provide Institute’s consultants with advice & insight regarding the use of MDM software & related business processes at Advisor’s convenience

• Advisor agrees to participate in at least one fifteen (15) minute survey teleconference call every sixty (60) days

• Optionally, Advisor may respond to the bi-monthly survey request via email or Internet-based survey fulfillment

• Results of such MDM market research surveys shall be aggregated by the Institute & made available to all Advisory Council members

• In no case, shall any Advisor-specific survey information be made available to other parties unless Advisor has specifically agreed to the release of such information in writing

150 organizations who receive unlimited MDM advice to key individuals, e.g. CTOs, CIOs, & MDM project leads

Representative Members

• 3M

• Bell Canada

• Caterpillar

• Cisco Systems

• Citizens Communications

• Doctors Without Borders

• Educational Testing Services

• GE Healthcare

• Honeywell

• Information Handling Services

• Intuit

• JC Penney

• Mayo Clinic

• McKesson

• Medtronic

• Microsoft

• Motorola

• National Australia Bank

• Nationwide Insurance

• Norwegian Cruise Lines

• Novartis

• Pearson

• Polycom

• Roche Labs

• Rogers Communications

• Scholastic

• SunTrust

• Sutter Health

• Visa

• Westpac


Authoritative

Relevant

Independent

Aaron ZornesFounder & Chief Research Officer

[email protected]

www.linkedin.com/in/aaronzornes

+1.650.743.2278 @azornes


http://www.the-mdm-institute.com/

mailto:[email protected]

http://www.linkedin.com/in/aaronzornes

http://twitter.com/azornes

Documents

Chairman keynote 'master relationship management is coming of age' - aaron zornes (nyc october 2015)