1. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com CDI-MDM Sydney Summit 2007 "Mastering Master Data" 28th & 29th May 160+ attendees 20+ speakers 8+ CDI-MDM vendors ONE EVENT Sofitel Wentworth Hotel, Sydney

2. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com “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

3. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 2007 CDI-MDM SUMMITS March 25 - 27 San Francisco April 30 - May 2 London May 28 - 29 Sydney October 24 - 25 Frankfurt November 6 - 7 Madrid November 14 - 16 New York City

4. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com March 1-2, 2006 in San Francisco 450+ Attendees **SOLD OUT 6 WEEKS PRIOR** Miyako Radison, San Francisco

5. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com October 15-17, 2006 in NYC 600+ Attendees **SOLD OUT 4 WEEKS PRIOR** Marriott Marquis Times Square, New York City

6. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com CDI-MDM SUMMIT SPRING 2007 650+ Attendees **SOLD OUT FOUR WEEKS PRIOR** Marriot Marquis, San Francisco

7. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com CDI-MDM SUMMIT London 2007 300+ Attendees Royal Garden Hotel, Kensington

8. Aaron Zornes Founder & Chief Research Officer The CDI-MDM Institute www.The-CDI-MDM-Institute.com a.k.a. www.tcdii.com "Milestones on the CDI-MDM Road Map for 2007-08"

9. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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 Zornes Most quoted industry analyst authority on topics of CDI & MDM Founder & Chief Research Officer of the CDI-MDM Institute Conference chairman for DM Review’s CDI-MDM SUMMIT conference series Founded & ran META Group’s largest research practice for 14 years M.S. in Management Information Systems from University of Arizona

10. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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 writing Fifty 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

11. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com “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 integration ETL = extract-transform-load MDI = master data integration SOA = service-oriented architecture Value of Integration Exceeds Value of Build/Buy Value ETLEAIMDI Monolithic Apps Client/Server Apps SOA/ Web Services Time Value of Integrating Applications Value of Building Applications Global competition mandates a wide variety of new business styles

12. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Business Drivers 2007-08 Just-in-time 21 st 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-Directed Service M&A “Ready” Rapid NPI Integrated Risk Mgmt Co-opetition “Demand” Chains

13. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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) Extract Transform Load (ETL) Replication Aggregation Master Customer Files/DBs MDM

14. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Working Definitions Data Governance (DG) 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) 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

15. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Working Sub-Definitions For most G5000 enterprises, multiple (often all) variants will be needed to make MDM initiatives successful Analytical MDM Definition, creation, & analysis of master data; examples: counterparty risk mgmt apps & financial reporting consolidation Collaborative MDM Definition, creation, & synchronisation of master reference data via workflow & check-in / check-out services; examples: PIM data hubs & AML Operational MDM Definition, creation, & synchronisation of master data required for transactional systems & delivered via SOA; examples: near R/T customer hubs & securities masters

16. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com ‘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

17. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

18. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

19. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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)

20. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

21. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

22. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

23. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Market Maturation Strategic 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

24. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Market Momentum Strategic 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

25. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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” Panoramic Customer View Customer- Centric View Universal Customer View CDI 360 º Customer View Master Customer Info File Customer System of Record

26. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Market Consolidation & Diversification Strategic 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 applications CDI-MDM MILESTONE

27. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com CDI-MDM Genealogy Pre-2001 20022003200420062005 1 st gen CDI solutions arrive (IBM CIIS, Hogan CIF) Nascent EII vendors arrive & flop Data service providers (Acxiom, Experian) fail at software makeovers into CDI 2 nd gen CDI vendors merge to form 3rd gen CDI solutions (Initiate/Journee, Siperian/Delos) Oracle, SAP, Siebel introduce 3 rd 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+

28. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Budgets & Skills Strategic 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

29. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Career Tracks Strategic 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

30. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Data Governance Strategic 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

31. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Data Governance Juggernaut Data Customer Master Warehouse  Data Integration  Data Management (Batch) (On-Line) (Just-in-Time) Data Governance Data Governance Must Become “De Facto” Must Become “De Facto”Data Governance Will Become “De Jure” “De Jure” Data Governance Data Governance Becoming “De Rigueur” Becoming “De Rigueur” Enterprise risk management is emerging as a major issue within most financial institutions & is VERY data-centric

32. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

33. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com MDM Convergence Strategic 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

34. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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 … Pricing Authorised Products Bundles Cross-Reference Hierarchies Geographical Variants Regional Variants CUSTOMER PRODUCT SOA mandates “Customer” + “Product” MDM – however, “customer” cannot simply be added as object to PIM products

35. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Architecture & Data Models Strategic 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

36. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Most Common CDI Topologies Composite/Hybrid is majority architectural preference; Registry/Virtual 2 nd choice IMPLEMENTATION STYLEDESCRIPTION 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

37. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Customer Identification Strategic 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

38. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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 3 rd party hierarchy data inadequate (or non-existent for certain geos) – e.g., Equifax/Austin-Tetra, D&B, …

39. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

40. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

41. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

42. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

43. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Data Governance Enables Business Process Mgmt -> Policy Hubs PrivacyPreferences PricingBundles Compatibility Legacy ShippingApprovals Eligibility Upgrade/Downgrade Next Best Offer DiscountPolicies Process / Policy Hub Methodology is needed to bind process steps, skills & software to produce Data Governance deliverables

44. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Enterprise Search Strategic 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 4 th generation of hubs will innately support Analytical, Operational, & Collaborative & MDM business services CDI-MDM MILESTONE

45. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Solidifying Requirements for 3 rd 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 MASTER DATA APPLICATIONS CDI-MDM MASTER DATA PREPAR -ATION MASTER DATA GOVERNANCE MASTER DATA MOVEMENT Global 5000 enterprises’ “multi-hub” scenarios mandate architectural/infrastructure approach to CDI-MDM

46. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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

47. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com 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 & negotiating strengths 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”

48. © 2007 The CDI-MDM Institute The-CDI-MDM-Institute.com Authoritative Relevant Independent Aaron Zornes Founder & Chief Research Officer The CDI-MDM Institute The-CDI-MDM-Institute.com a.k.a. www.tcdii.com