CDI-MDM 2007 Sydney ..

© 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com

CDI-MDM Sydney Summit

2007"Mastering Master Data"

28th & 29th May

160+ attendees20+ speakers

8+ CDI-MDM vendors ONE EVENT

Sofitel Wentworth Hotel, Sydney


“Top 5” Reasons to Attend

Accelerate your time-to-ROI re: CDI & MDM

Perform due diligence on all major components of an enterprise master data solution

Leverage your training budget by coming up to speed on one of the hottest IT topics

Fill critically short-staffed CDI & MDM positions

Expand your IT professional network & increase your personal market value


2007 CDI-MDM SUMMITS

March 25 - 27San Francisco

April 30 - May 2London

May 28 - 29 Sydney

October 24 - 25Frankfurt

November 6 - 7Madrid

November 14 - 16 New York City


March 1-2, 2006 in San Francisco 450+ Attendees **SOLD OUT 6 WEEKS PRIOR**

Miyako Radison, San Francisco


October 15-17, 2006 in NYC 600+ Attendees **SOLD OUT 4 WEEKS PRIOR**

Marriott Marquis Times Square, New York City


CDI-MDM SUMMIT SPRING 2007 650+ Attendees **SOLD OUT FOUR WEEKS PRIOR**

Marriot Marquis, San Francisco


CDI-MDM SUMMIT London 2007 300+ Attendees

Royal Garden Hotel, Kensington

Aaron ZornesFounder & Chief Research

OfficerThe CDI-MDM Institutewww.The-CDI-MDM-Institute.com a.k.a.

www.tcdii.com

"Milestones on the CDI-MDM Road Map

for 2007-08"


About the CDI-MDM Institute Founded in 2004 Focused on CDI-MDM business drivers

& technology challenges CDI-MDM Advisory Council™

of fifty G5000 IT organisations with unlimited advice to key individuals, e.g. CTOs, CIOs, data architects

CDI-MDM Business Council™ website access & email support to 2,500+ members

CDI-MDM Road Map & Milestones™ semi-annual strategic planning assumptions

CDI-MDM Alert™ bi-weekly newsletter

CDI-MDM Market Pulse™ monthly surveys

Budgets, success/failure rates, mindshare of 250+ major in-flight CDI-MDM projects

Examples: evaluation process for CDI SI, CDI ROI in Telco M&A, …

CDI-MDM Fast Track™ One-day public & onsite workshop Fee-based & rotating quarterly through

major North American, European, & Asia-Pacific metro areas

Semi-annual CDI-MDM SUMMIT™

“Independent, Authoritative, & Relevant”

About Aaron ZornesMost quoted industry analyst authority on topics of CDI & MDM

Founder & Chief Research Officer of the CDI-MDM InstituteConference chairman for DM Review’s CDI-MDM SUMMIT conference

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


CDI-MDM Institute Advisory Council

Advisor agrees to provide Institute’s consultants with advice & insight regarding the use of CDI-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 fulfilment

Results of such CDI 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 writingFifty organisations who receive unlimited CDI-MDM advice to key

individuals, e.g. CTOs, CIOs, & CDI project leads

Representative Members• 3M

• Bell Canada

• Caterpillar

• Citizens Communications

• COUNTRY Financials

• Educational Testing Services

• GE Healthcare

• Honeywell

• Intuit

• MCI

• McKesson

• Medtronic

• Microsoft

• Motorola

• National Australia Bank

• Nationwide Insurance

• Novartis

• Roche Labs

• Rogers Communications

• Scholastic

• Skura

• SunTrust

• Westpac


“The World Is Flat”

Data structures & business processes must be supremely flexible

Underlying IT infrastructure must enable new business models

Policies/process flows must integrate in ways previously problematic

EAI = enterprise application integrationETL = extract-transform-loadMDI = master data integrationSOA = service-oriented architecture

Value of Integration Exceeds Value of Build/Buy

Valu

e

ETL EAI MDI

MonolithicApps

Client/ServerApps

SOA/Web Services

Time

Value ofIntegrating

Applications

Value ofBuilding

Applications

Global competition mandates a wide variety of new business styles


Business Drivers 2007-08

Just-in-time 21st century business models mandate both agility & integration across enterprise to

Provide higher profitability Reduce operations costs Increase accuracy of regulatory

compliance Emergence of “demand chains”

mandates synergetic approach across both “party” & “product” master systems via common business services

M&A as a business strategy

Contemporary business strategies mandate flexible infrastructure – propelling CDI-MDM into “Top 10” initiative

Agile Enterprise

Self-DirectedService

M&A“Ready”

RapidNPI

Integrated Risk Mgmt

Co-opetition

“Demand”Chains


Technical Challenges 2007-08

High RAS (reliability, availability, scalability) infrastructure

Flexibility in mash-up of extreme data velocity & variety

Inline analytical MDM processes supporting operational MDM

Customer:product conundrum Lack of standards – BPM, rules

engines, metadata Adherence to evolving security &

privacy requirements Lifecycle approach to data assets

Market is in flux with no dominant vendor or architecture; requirements vary by industry, scale & business complexity

Historical MDM Solutions

Synchronisation

Enterprise Application Integration(EAI)

ExtractTransform

Load (ETL)

Replication

Aggregation

MasterCustomer

Files/DBs

MDM


Working Definitions

Data Governance (DG) Data Governance (DG)

Customer Data Integration (CDI)

Customer Data Integration (CDI)

Processes & technologies for recognising a customer & its relationships at any touch-

point while aggregating, managing & harmonising

accurate, up-to-date knowledge about that

customer to deliver it ‘just in time’ in an actionable form to

touch-points.

Formal orchestration of people, process, & technology to enable an organisation to leverage data as an enterprise asset.

Master Data Management (MDM)

Master Data Management (MDM)

The authoritative, reliable foundation for data used

across many applications & constituencies with the goal

to provide a single view of the truth no matter where it lies.

CDI is mandatory first step for most organisations on journey to MDM


Working Sub-Definitions

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

Analytical MDM Analytical MDM

Definition, creation, & analysis of master data; examples:

counterparty risk mgmt apps & financial reporting consolidation

Collaborative MDM Collaborative MDM

Definition, creation, & synchronisation of master

reference data via workflow & check-in / check-out services;

examples: PIM data hubs & AML

Operational MDM Operational MDM

Definition, creation, & synchronisation of master data

required for transactional systems & delivered via SOA; examples: near R/T customer

hubs & securities masters


‘Top 5’ Justifications for CDI-MDM Initiatives

1. Catalyzes market leadership & dominance

2. Provides increased ROI by “leveraging / rationalising existing infrastructure”

3. Significantly increases shareholder value

4. Provides a disruptive technology for new business models

5. Enables compliance & regulatory reporting


CDI-MDM Catalyzes Market Leadership& Dominance

Maximises walletshare across product lines & BUs Upsell via sticky bundles New markets via cross sell to existing customer base

Increases understanding of large customers by grouping all buying orgs into B2B or B2C hierarchy

Enables integrated customer analytics – i.e., profitability analysis, lifetime value

Enables “co-opetition” & electronic storefront models – e.g., B2B2C by integrating partner data with internal data

Protects brand integrity by increasing customer satisfaction due to more focused marketing & service campaigns – e.g., “blended agent” capability

Actualises “consistent customer treatment” by blending channels to deliver common customer experiences


CDI-MDM Provides Increased ROI by “Leveraging Existing Infrastructure”

Enables integration of new & old channels – e.g., collections, fraud, contact centres with kiosk, ATM, IVR & online self-service

Minimises architectural complexity to simplify application solution design, deployment, & maintenance

Reduces number of interfaces between applications & increasing reuse factor to save substantial integration costs

Improves infrastructure flexibility and control to enhance overall system performance

Accelerates ROI of enterprise CRM solutions Reduces overall project risk through increased

flexibility & centrally managed architecture


CDI-MDM Significantly Increases Shareholder Value

Drives costs of “dirty data” out of the info supply chain

Accelerates revenue growth via more intelligent cross-sell & up-sell enabled by complete understanding of customer (profile, accounts & interactions) to leverage bundling opportunities

Facilitates quick scales of economy in mergers & acquisitions (M&A) – e.g., shortening customer, desktop, & billing integration timeframes while providing scalability to support rapid assimilation of new block of customers

Measures, manages & grows “customer information” as a key corporate asset

Drives fundamental operational savings & efficiencies – e.g., “once & done” enterprise-wide services for key customer processes such as account changes (name, address)


CDI-MDM Provides a Disruptive Technology for New Business Models

Enables self-directed customer experience for sales & service

Provisions hyper-integrated 21st century supply chain – e.g., outsourced manufacturing, outsourced service (“he who owns master reference data, dominates supply chain”)

Automates customer transactions that flow across systems

Enables contingency planning for future technologies – e.g., biometrics, smartcards, etc.

Provides much more than “just another customer interface”

21st century business application development platform Service-oriented architecture – a.k.a, “first foray into SOA” Web services Integrated analytics Near real-time materialisation


CDI-MDM Enables Compliance & Regulatory Reporting

Centrally manages privacy preferences for consistent rules of visibility & entitlements

Enhances “evergreening” of customer data accuracy – e.g., continuous customer data improvement by providing self-directed customer care portals … which in turn integrate customer info across business units

Enables regulatory reporting compliance– i.e., large customers’ material events (SOX, BASEL II)

Facilitates compliance with AML, OFAC, USA PATRIOT, et al


CDI-MDM Milestones

Market maturation

Market momentum

Market consolidation

Budgets/skills

Data governance

MDM convergence

Architecture & data models

Customer identification

Master data delivery

Analytics

Policy hubs

Enterprise search

Strategic planning assumptions to assist IT organisations & vendors in coping with flux & churn

of emerging CDI-MDM vendor landscape


Market MaturationStrategic Planning Assumption

During 2007, the CDI-MDM market will continue to shift gears from “early adopter” to “mainstream” as 95%+ of financial services, communications services, high tech, & pharma/life sciences enterprises actively plan to replace homegrown CDI-MDM solutions

Through 2008-09, verticalisation/horizontalisation of CDI-MDM solutions will expand beyond financial reporting, EMPI healthcare, etc. into financial services & government especially

By 2010, the market for MDM solutions (software & services) will exceed €2B**

CDI-MDM MILESTONE

** Gartner Research projection


Market MomentumStrategic Planning Assumption

During 2007-08, CDI-MDM solutions such as IBM, ORCL, SAP, & TDAT will monopolise majority market share in the G5000 enterprise; while mid-market solutions will arrive from MSFT, Nimaya, & ORCL plus Data Quality vendors (Pitney Bowes, SAS/DataFlux, Trillium)

Through 2008-09, both mega & best-of-breed CDI-MDM vendors will aggrandise the traditional master customer DB business of Data Service Providers such as ACXM, DNB, & GUS/Experian as these vendors struggle to deliver on-premise CDI hub solutions

By 2009-10, every major application & database vendor will provide either native or OEMed CDI-MDM capability – including DOX, MSFT, & CRM

CDI-MDM MILESTONE


CDI-MDM Momentum

October 2005 – IDC’s W/W Market Forecast stated MDM market to grow to US$10.4 billion by 2009

March & October 2006 – CDI-MDM SUMMIT 2006 series launched as largest expo dedicated to CDI, MDM, & DG

June 2006 – Gartner recognised importance of CDI with its second Magic Quadrant™ for CDI Hubs

October 2006 – Forrester releases second Wave™ report on CDI

Summer 2007 – Gartner & Forrester release 2nd iterations of research

CDI-MDM is critical to proactively & consistently manage customer data to untangle quagmire of complex systems –

e.g., streamline processes, enhance QoS, & govern compliance

It’s All About “Relationships”

PanoramicCustomer

ViewCustomer-CentricView

Universal Customer

View

CDI

360 ºCustomer

View

Master CustomerInfo File

CustomerSystem

of Record


Market Consolidation & DiversificationStrategic Planning Assumption

During 2007, mega IT vendors (IBM, ORCL, SAP) will continue M&A-driven R&D gyrations in moving to an enterprise MDM-centric portfolio

By 2008-09, IBM (ASCL/CRSW/DWL/LAS/SRD/Trigo/ Unicorn) & ORCL (HYSL/iFlex/JDE/PSFT/RETK/SEBL/ Sunposis) will begin to overcome most of the same architectural/BPM/metadata/platform issues that confounded SAP earlier (SAP MDM/A2i xCat/Callixa)

Through 2009-10, mega IT vendors (IBM, ORCL, SAP, & TDAT) will dominate the CDI-MDM market with niche/best-of-breed vendors (i2, Initiate Systems, Kalido, Purisma, Siperian) thriving in specific industries & horizontal/corporate applicationsCDI-MDM MILESTONE


CDI-MDM Genealogy

Pre-2001 2002 2003 2004 20062005

1st gen CDI solutions

arrive (IBM CIIS, Hogan CIF) Nascent EII

vendors arrive & flop

Data service providers (Acxiom,

Experian) fail at software makeovers

into CDI 2nd gen CDI vendors merge to form 3rd gen CDI solutions

(Initiate/Journee, Siperian/Delos)

Oracle, SAP, Siebel introduce 3rd gen/hybrid CDI

Mega vendors digest

acquisitions

App vendors launch EAI

infrastructure (SAP NetWeaver,

Siebel UAN)

ETL vendors add modest

CDI extension & avow CDI capabilities

Mega app vendors

roll out CDI (Oracle OCO,

SAP MDM, Siebel UCM)

CDI early adopters drive requirements

(Fin Svcs, High Tech Mfg,

Pharma, Telco)

‘EIM’ as yet

another TLA

3rd generation CDI solutions are based on service-oriented architecture (SOA) to hybridise aggregation, replication &

synchronisation to provide enterprise-wide CDI infrastructure

‘Process Hubs’ trounce

‘Data Hubs’; 4th gen

‘Full Spectrum’ hubs support structured & unstructured

2007+


Budgets & SkillsStrategic Planning Assumption

During 2007, typical G5000 size enterprise will budget/spend €1M for CDI-MDM software, with an additional €3-4M for SI services; Global Service Providers will operate under this price floor by applying highly-customised, labour intensive frameworks & related accelerators

Throughout 2007-08, skill shortages will greatly inflame project costs as demand for data stewards, enterprise data architects, & other individuals with strong affinity for data governance will outstrip the market for experienced individuals; concurrently, Systems Integrators will fill the void in their classic style by baiting & switching senior veterans for junior rookies

By 2008-09, the market will have stabilised as enterprises react by training & protecting their own CDI-MDM staff with specific software product & project expertise CDI-MDM MILESTONE


Career TracksStrategic Planning Assumption

Scarcity of “hands on” CDI experience exists

By 1H2007, 1,500+ product-specific consultants albeit with little “real world” experience with mainstay CDI solutions

Current shortage lends itself to same scenario 5-10 years ago with SAP’s ABAP 4GL – i.e., inflated prices & resumes with many junior SI staff spinning up to speed at client’s expense (a.k.a. “Androids”)

Market for expertise will create major demand for corporate CDI-MDM positions during next 3-5 years

Data Steward,Enterprise

Data Architect,Enterprise Data

Modeler, Ctrs of Excellence,

CDI-MDM Programmers

Product-Neutral

Product-Specific Off-Shore

On-Site


Data GovernanceStrategic Planning Assumption

During 2007, enterprise-level data governance will be mandated as a core deliverable of large-scale CDI-MDM projects delivered via RFPs

Through 2007-08, major systems integrators & CDI-MDM boutiques will focus on productising their data governance frameworks while most CDI-MDM solution providers will struggle to link business process design with process hub architecture

By 2008-09, both corporate & LOB data stewards will be a common position as Global 5000 enterprises formalise this function amidst increasing de facto & de jeure recognition of information as a corporate asset

CDI-MDM MILESTONE


Data Governance Juggernaut

Data Customer Master Warehouse Data Integration Data Management (Batch) (On-Line) (Just-in-Time)

Data Data GovernanceGovernance

Must Must BecomeBecome

“De Facto”“De Facto”

Data Data GovernanceGovernance

Will Will BecomeBecome

“ “De Jure”De Jure”

Data Data GovernancGovernanc

ee BecomingBecoming

“De “De Rigueur”Rigueur”

Enterprise risk management is emerging as a major issue within most financial institutions & is VERY data-

centric


Data Governance Maturity Level

Overall, FSPs are leading the way for non-FSPs

BASIC (“anarchy”) – App-centric approach; meets business needs only on project-specific basis

FOUNDATIONAL (“IT monarchy”) – Policy-driven standardisation on technology & methods; common usage of tools & procedures across projects

ADVANCED (“business monarchy”) – Rationalised data with data & metadata actively shared in production across sources

DISTINCTIVE (“Federalist”) – SOA (modular components), integrated view of compliance requirements, formalised organisation with defined roles & responsibilities, clearly defined metrics, iterative learning cycle

Source: February 2006 CDI Institute survey of 50 Global 5000 IT organisations

0%

10%

20%

30%

40%

50%

Basic Foundational Advanced Distinctive

FSP

Non-FSP


MDM ConvergenceStrategic Planning Assumption

During 2007, customer & product data interdependencies will quickly broaden CDI-MDM requirements – i.e., from “customer” to “product” to “vendor”; concurrently, vendor dogma will promote nouveau approaches such as Collaborative MDM to assuage the multi-hub conundrum

Through 2007-08, select best-of-breed vendors (Kalido, Purisma, Siperian, Stratature) will provide multi-hub (entity, architecture & brand) connectivity via hierarchy management extensions

By 2008-09, enterprises without an overall, long-term MDM strategy run the ironic risk of building “MDM silos”

CDI-MDM MILESTONE


CUSTOMER:PRODUCT Conundrum

Different master entity types may require different MDM brands or architectures

Product data shared across supply chain

Employee data captive within HR apps Customer data never leaves home

(outside the firewalls) Customer policy/ process hubs

ultimately require pricing masters, product masters, supplier masters, & so on …

PricingAuthorised Products

BundlesCross-Reference

HierarchiesGeographical

VariantsRegional Variants

CUSTOMER

PRODUCT

SOA mandates “Customer” + “Product” MDM – however, “customer” cannot simply be added as object to PIM products


Architecture & Data ModelsStrategic Planning Assumption

During 2007, market will further evolve as vendors specialise at Analytical MDM & Operational MDM

During 2008-09, mega vendors (IBM, ORCL, SAP, TDAT) will continue to focus significant R&D & mktg resources on “industry content” of data models which will force specialist vendors to stay “data model lite” via specialisation in B2B/B2B2C hierarchy mgmt & distributed CDI-MDM

Not until 2009-10, will mega CDI-MDM vendors have rewired foundational software to fully support strategic application infrastructure (Oracle Fusion, SAP NetWeaver, et al) & have completed transitioning from client/server to SOA; concurrently, G5000 business requirements will drive vendors into 4th generation, full spectrum hubs that support both structured & unstructured information

CDI-MDM MILESTONE


Most Common CDI 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

Persistent (Database) • Master customer information file/database• Operational data store/active data warehouse• Relational DBMS + Extract-Transform-Load

(ETL) + Data Quality (DQ)

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

• Enterprise application integration (EAI)• Portal

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


Customer IdentificationStrategic Planning Assumption

During 2007, independent DQ vendors focus on name & address cleansing as their forte as they struggle to compete against better funded match/merge & data profiling capabilities increasingly integrated with mega vendor CDI-MDM solutions

By 2008, sophisticated hierarchy mgmt capabilities will include “global IDs” as mainstay feature for all CDI-MDM vendors to link both legacy & newly-built hubs with Data Service Providers’ enrichment data; concurrently, support for metadata repositories to link mega vendors’ multitude of acquisitions will continue to significantly lag

Through 2009-10, high-speed probabilistic matching algorithms will dominate over deterministic models despite hybrid solutions providing the best results

CDI-MDM MILESTONE


Why Organisational Hierarchy Management ?

Based on recognition of need to Grow beyond mature North American & Western European market Support global customer service

G5000 businesses are now recognising opportunity to take more strategic view of “global account management”

Market demand for “customer hierarchy management” – esp. B2B – capability to augment mega vendor’s data hub strategies (IBM, ORCL, SAP) will explode during 2007-08

CDI solutions which incorporate such capabilities will be key factor in successful deployment of globally-enabled MDM solutions

3rd party hierarchy data inadequate (or non-existent for certain geos) – e.g., Equifax/Austin-Tetra, D&B, …


Organisational Hierarchy Management

Key features Ability to model complex relationships – legal,

organisational & cultural Ability to handle overlapping hierarchies – multi-

party model Visual hierarchy management tool Integration with data governance processes

Short list Initiate Systems; Hyperion; IBM; Oracle-Siebel;

Purisma; Siperian; Stratature Use cases

Global account management Risk management Basel II, USA Patriot, AML compliance M&A


Master Data Delivery Strategic Planning Assumption

During 2007, EAI/EII/ETL vendors will scurry to either add persistence to products or align with CDI-MDM vendors as a complimentary role by enabling hubs to interweave data from multiple diverse master sources with persisted master data

Through 2007-08, systems performance will remain problematic as enterprises hedge between virtual, persisted & composite/hybrid hubs; applying point solutions such as EII middleware will help adjudicate both performance & political stalemates

Through 2008, these M/W vendors will thrive (& be acquired) by providing increased throughput & additional repurposing/publishing capabilities to classical CDI-MDM solutions; by 2009, these vendors will be fully assimilated

CDI-MDM MILESTONE


Analytics Strategic Planning Assumption

During 2007, the convergence of CDI-MDM & business intelligence (BI) will accelerate as enterprises leverage CDI-MDM concepts in a BI context

Through 2008-09, ongoing evolution of Analytical MDM & Operational MDM increasingly benefit enterprises by blending such transactional hubs with master reference data repository

By 2010, inline & real-time analytics derived from MDM-enabled aggregation of both transactional & historical data will have become the major source of sustainable competitive differentiation for Global 5000 enterprises

CDI-MDM MILESTONE


Policy Hubs Strategic Planning Assumption

During 2006-07, CDI-MDM vendors will lag their BPM counterparts in providing workflow orchestration to synchronise the trusted sources that comprise a federated master data store

Through 2007-08, the mega CDI-MDM vendors (IBM, ORCL, SAP) will struggle to provide BPEL-compatible workflows while specialist CDI-MDM solutions rush distributed Collaborative MDM capabilities to market

By 2009-10, without such flexible workflows, organisations will merely rebuild the same master data files they evolved the past 15-20 years with their ERP & CRM infrastructures

CDI-MDM MILESTONE


Data Governance EnablesBusiness Process Mgmt -> Policy Hubs

PrivacyPrivacyPreferencesPreferences

PricingPricingBundlesBundles

CompatibilityCompatibility

LegacyLegacy

Shipping Shipping ApprovalsApprovals

EligibilityEligibility

Upgrade/Upgrade/DowngradeDowngrade

Next Best Next Best OfferOffer

DiscountDiscountPoliciesPolicies

Process /Process /Policy HubPolicy Hub

Methodology is needed to bind process steps, skills & software to produce Data Governance deliverables


Enterprise SearchStrategic Planning Assumption

Through 2007, the unique properties & behaviour of master reference data will spawn a series of vertical applications & specialised features within CDI-MDM solutions

During 2008-09, semantically-enabled metadata will enable “search” for both structured & unstructured info across a variety of applications such as catalogue management & deep web search, & enterprise search

By 2009-10, enterprise semantics & SOA-enabled data services will provide the technology foundation for policy hubs; concurrently, the 4th generation of hubs will innately support Analytical, Operational, & Collaborative & MDM business services

CDI-MDM MILESTONE


Solidifying Requirements for 3rd Generation CDI-MDM Solutions

Multi-entity hub capabilities

SOA/shared services architecture with evolution to “process hubs”

Sophisticated hierarchy management

High-performance identity management

Data governance-ready framework

MASTER DATA SEARCH

MASTER DATA

MODELING

MASTERDATA

APPLICATIONS

CDI-MDM

MASTER DATA

PREPAR-ATION

MASTERDATA

GOVERNANCEMASTER

DATAMOVEMENT

Global 5000 enterprises’ “multi-hub” scenarios mandate architectural/infrastructure approach to CDI-MDM


Bottom Line Planning Assumptions

Acknowledge no single vendor “does it all well” Analytical vs. Operational vs. Collaborative

MDM B2B vs. B2C vs. B2B2C Batch vs. real-time

Recognise that industry expertise matters

Test drive matching & consulting expertise

Invest in data governance & CDI-MDM architecture for long-term sustainability & ROI

CDI-MDM is critical to proactively & consistently manage customer data to untangle quagmire of complex systems –

e.g., streamline processes, enhance QoS, & govern compliance


How to Leverage the CDI-MDM Institute

Kick start the “CDI-MDM evaluation process” Attend public workshop Bring workshop on-site

Fine tune in-process CDI-MDM strategies Due diligence on reference checking & contract details

Stay ahead of curve via CDI-MDM Business Council Re-qualify every 6 months via survey Receive CD-MDM Alerts & access to Web-hosted research

Increase your knowledge & negotiatingstrengths via CDI-MDM Advisory Council Membership

Participate in monthly email surveys & receive updated industry scorecard Receive unlimited CDI-MDM consultation via telephone

“Independent, Authoritative, & Relevant”


Authoritative

Relevant

Independent

Aaron ZornesFounder & Chief Research

OfficerThe CDI-MDM Institute

The-CDI-MDM-Institute.com a.k.a. www.tcdii.com

CDI-MDM 2007 Sydney ..

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