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“EVERYTHING YOU ALWAYS WANTED TO KNOW ABOUT MDM/DG/RDM… … but were afraid to ask” Presentation by Aaron Zornes/The MDM Institute to TDWI Vancouver Chapter.

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Presentation on theme: "“EVERYTHING YOU ALWAYS WANTED TO KNOW ABOUT MDM/DG/RDM… … but were afraid to ask” Presentation by Aaron Zornes/The MDM Institute to TDWI Vancouver Chapter."— Presentation transcript:

1 “EVERYTHING YOU ALWAYS WANTED TO KNOW ABOUT MDM/DG/RDM… … but were afraid to ask” Presentation by Aaron Zornes/The MDM Institute to TDWI Vancouver Chapter 13-Feb-2015

2 ABOUT THE MDM INSTITUTE Founded 2004 to focus on MDM business drivers & technology challenges Founded 2004 to focus on MDM business drivers & technology challenges MDM Advisory Council™ of 150 Global 5000 IT organizations with unlimited advice to key individuals, e.g. CTOs, data architects 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 & support to 35,000+ members MDM Business Council™ website access & support to 35,000+ members MDM Road Map & Milestones™ annual strategic planning assumptions – e.g., MDM Road Map & Milestones™ annual strategic planning assumptions – e.g., 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 2015) “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

3 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 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 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 or Internet-based survey fulfillment Optionally, Advisor may respond to the bi- monthly survey request via 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 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 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 McKesson Medtronic Microsoft Motorola National Australia Bank Nationwide Insurance Norwegian Cruise Lines Novartis Polycom Roche Labs Rogers Communications Scholastic SunTrust Sutter Health Visa Westpac Weyerhaeuser © 2015 The MDM Institute

4 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 PC Connection Polycom Pratt & Whitney Canada 3M Allergan BCD Travel Bell Canada Caterpillar Cisco Systems 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 © 2015 The MDM Institute

5 MORE MDM PROGRAMS GET THEIR SUCCESSFUL START AT MDM & DATA GOVERNANCE SUMMITS THAN ANYWHERE ELSE © 2015 The MDM Institute MDM & Data Governance Summit Europe - London ▪ May 18-21, 2015 MDM & Data Governance Tokyo - Belle Salle Kanda – Tokyo ▪ June 2015 MDM & Data Governance Summit San Francisco - Hyatt Regency SF – July 22-23, 2015 MDM & Data Governance Summit Asia-Pacific - Doltone House – Sydney ▪ July 28-30, 2015 MDM & Data Governance Summit Shanghai - Shanghai Int’l Convention Ctr ▪ Fall 2015 MDM & Data Governance Summit Canada - The Carlu – Toronto ▪ Fall 2015 MDM & Data Governance Summit New York - Sheraton Times Square ▪ October 4-6, 2015

6 ALL THE CURRENT *HOT* TOPICS © 2015 The MDM Institute

7 PAST SPONSORS © 2015 The MDM Institute

8 MDM MARKET GROWTH = >18% CAGR CDI (MDM of Customer) software CDI (MDM of Customer) software $644 million market YE2012 $644 million market YE2012 $1 billion by YE2015 $1 billion by YE2015 PIM (MDM of Product) software -- incl store content info & metadata PIM (MDM of Product) software -- incl store content info & metadata $688 million market YE 2012 $688 million market YE 2012 $1.1 billion by YE2015 $1.1 billion by YE2015 > 50% of MDM revenue is led by offerings from small & best-of-breed vendors > 50% of MDM revenue is led by offerings from small & best-of-breed vendors ** Source: Gartner Research © 2015 The MDM Institute

9 RECENT EMEA UPTAKE OF MDM Rusatom RussiaEnergy Ruukki Sartorius Werkzeuge Sberbank Société Générale Sociale Verzekeringsbank Sogei S.p.A. Sonae Saint-Gobain Stallergenes Syngenta Swisscom SwissGrid Talk Talk Telecom Egypt Tesco Bank The Travel Group Travel Port TUI Van Marcke Veolia Viega Visa Europe Volvo Truck WIND Telecom 3 Suisses Achmea Accor Al Hilal Bank (UAE) Alstom Argos ASICS Banque Centrale Populaire (MO) Banco Santander BANKART Baumarkt Direkt Belastingdiens (Dutch Tax Office) Belgacom Belgium Post Berner (FI) Bluarancio BNP Paribas Boots (UK) Borough of Camden (UK) Bouygues Telecom Carrefour Credit Agricole Commune di Roma Compagnia Assicuratrice Dalkia Deutsche Telkom DHL (DE) Dubai World DSV Eli Lilly UK Euroclear EADS Feu Vert Gazprombank Hypo Vereinsbank ING LaSer Cofinoga Lloyds Maersk Mitchells & Butlers Мир Книги Network Rail NFU Mutual Norway Post Orange Otto Group Ouest-France Peter Justesen Philips Medical Devices PPL Prisa Digital RTE Representative Sample © 2015 The MDM Institute

10 ASIA-PACIFIC UPTAKE OF MDM 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) Woolworths (AU) Zhejiang Tailong Commercial Bank (CN) ANZ (AU) Asics (JP) ATO (AU) Alliance Bank Malaysia (MY) 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 FANCL (JP) 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) NAB (AU) New Zealand Customs (NZ) NTT (JP) Optus-Singtel (AU) Origin Energy (AU) Perodua Otomobil (ID) Rio Tinto (AU) Representative Sample © 2015 The MDM Institute

11 RECENT NORTH AMERICAN UPTAKE OF MDM NY Times Oppenheimer Funds Panera Bread Payless PetSmart Pitney Bowes Polycom Prudential PTC RadioShack Sabre Smith & Nephew Sony Pictures Entertainment o 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 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 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 McKesson MeadWestvaco Men’s Wearhouse Morgan Stanley Nextel Northern Trust Representative Sample © 2015 The MDM Institute

12 MACRO MDM MARKET TRENDS Market consolidation – MDM+DI+DQ+Apps Market consolidation – MDM+DI+DQ+Apps IBM InfoSphere MDM = DWL+Initiate+Trigo+Lombardi+ Ascential+Vality+SRD+LAS IBM InfoSphere MDM = DWL+Initiate+Trigo+Lombardi+ Ascential+Vality+SRD+LAS Informatica MDM = Siperian+DataScout+Heiler+Similarity+ Evoke+Identity Systems+AddressDoctor Informatica MDM = Siperian+DataScout+Heiler+Similarity+ Evoke+Identity Systems+AddressDoctor Oracle MDM = Siebel UCM+SilverCreek+Datanomics+Sun MDM+Hyperion MDM+GoldenGate+Sunopsys+Carleton Oracle MDM = Siebel UCM+SilverCreek+Datanomics+Sun MDM+Hyperion MDM+GoldenGate+Sunopsys+Carleton SAP MDM = A2i+Business Objects+FirstLogic+Purisma+Hybris SAP MDM = A2i+Business Objects+FirstLogic+Purisma+Hybris “Big Data” - Data volumes + 3 rd party reference data + Social network data + Unstructured data “Big Data” - Data volumes + 3 rd party reference data + Social network data + Unstructured data “MDM Duology” - Mega vendor (IBM, INFA, Oracle, SAP) for Customer/Product/Supplier & 2 nd /3 rd tier for “everything else” (RDM, location, et al) “MDM Duology” - Mega vendor (IBM, INFA, Oracle, SAP) for Customer/Product/Supplier & 2 nd /3 rd tier for “everything else” (RDM, location, et al) Explosion of “location-aware services” Explosion of “location-aware services” Actionable insight vs. data management Actionable insight vs. data management © 2015 The MDM Institute

13 NEXT-GENERATION MDM Savvy IT architects are moving on to planning for next-gen MDM capabilities to address increasingly mobile society Savvy IT architects are moving on to planning for next-gen MDM capabilities to address increasingly mobile society These capabilities are needed to address opportunities & challenges of increasingly mobile & Big Data-driven world These capabilities are needed to address opportunities & challenges of increasingly mobile & Big Data-driven world For many Global 5000 enterprises, enterprise MDM is a relatively mainstream business strategy when it concerns CUSTOMER or PRODUCT master. Or so they thought... For many Global 5000 enterprises, enterprise MDM is a relatively mainstream business strategy when it concerns CUSTOMER or PRODUCT master. Or so they thought... With the "perfect storm" of Big Data, Cloud, Mobile & IoT brewing, these once leading-edge MDM architectures are quickly becoming obsolescent &/or IT "money pits“ With the "perfect storm" of Big Data, Cloud, Mobile & IoT brewing, these 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 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 The MDM Institute

14 MDM PLANNING ASSUMPTIONS Pervasive MDM Pervasive MDM Data governance Data governance Business process hubs Business process hubs Business-critical MDM Business-critical MDM Universal MDM Universal MDM Reference data 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 © 2015 The MDM Institute

15 PERVASIVE MDM (MDM AS A SERVICE) STRATEGIC PLANNING ASSUMPTION During 2015, enterprise application providers will continue to deploy en masse, the next generation of MDM-innate (as opposed to MDM- aware) applications During 2015, enterprise application providers will continue to deploy en masse, the next generation of MDM-innate (as opposed to 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 Concurrently SaaS vendors will struggle to provide integrated/native MDM; select SaaS providers will finesse this issue via strategic partnerships & investments in MDM Through , mega vendors MSFT & ORCL will effectively give away departmental MDM– via Microsoft MDS & Oracle DRM respectively Through , mega vendors MSFT & ORCL will effectively give away departmental MDM– via Microsoft MDS & Oracle DRM respectively By 2016, the market for MDM-innate applications will exceed that for MDM platform software By 2016, the market for MDM-innate applications will exceed that for MDM platform software MDM MILESTONE MDM-innate (e.g. Fusion MDM) will overwhelm MDM-enabled applications © 2015 The MDM Institute

16 MASTER DATA MANAGEMENT (MDM) © 2015 The MDM Institute “Top 10” Evaluation Criteria

17 MDM INSTITUTE FIELD REPORTS – MDM** Ataccama Ataccama Dell Boomi Dell Boomi IBM InfoSphere MDM IBM InfoSphere MDM Informatica MDM Informatica MDM IBI MD Center IBI MD Center Kalido MDM Kalido MDM Microsoft MDS Microsoft MDS Oracle MDM Oracle MDM Orchestra Networks Orchestra Networks Pitney Bowes Spectrum Pitney Bowes Spectrum Riversand SAP MDM & MDG-EE SAS MDM Semarchy Software AG Stibo Talend Teradata MDM TIBCO MDM VisionWare ** Persisted CUSTOMER or PRODUCT data hubs © 2015 The MDM Institute Formally Presented During Conference Chairman Keynote on Day 2 of Event

18 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 © 2015 The MDM Institute

19 DATA GOVERNANCE STRATEGIC 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 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 , major SIs & MDM boutiques will focus on productizing DG frameworks while mega MDM software providers struggle to link governance process with process hub technologies During , 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 By 2017, vendor MDM solutions will finally move from “passive- aggressive" mode to “proactive" Data Governance mode MDM MILESTONE MDG *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.) © 2015 The MDM Institute

20 MASTER DATA GOVERNANCE (MDG) © 2015 The MDM Institute “Top 10” Evaluation Criteria

21 © 2015 The MDM Institute MDM INSTITUTE FIELD REPORTS – MDG ASG ASG Ataccama Ataccama BackOffice Associates BackOffice Associates Collibra Collibra EMC/RSA/Archer EMC/RSA/Archer IBM MPDM IBM MPDM IBI MD Center IBI MD Center Informatica IDD Informatica IDD Kalido DGD Kalido DGD Microsoft DG Console Mike 2.0 Oracle DGF Orchestra Networks SAP MDG SAS Data Governance Software AG Utopia Varonis Formally Presented by Conference Chairman on Day 3 of Event

22 BUSINESS PROCESS HUBS STRATEGIC PLANNING ASSUMPTION During 2015, MDM solution providers & BPM solution providers will increasingly 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 During 2015, MDM solution providers & BPM solution providers will increasingly 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 , 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 Through , 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 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 MDM MILESTONE From the enterprise perspective, a complete MDM solution requires Rules & Reference Data to be applied across domains © 2015 The MDM Institute

23 BUSINESS-CRITICAL MDM STRATEGIC 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 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 During , MDM platforms will provide in-situ capabilities to change data model, business rules, etc. … without taking MDM services offline During , 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 By 2017, this will impact way master data svcs are syndicated & delivered … regardless of regular ablutions such as software upgrades MDM MILESTONE MDM is about improving business processes – enterprises expect enterprise-strength MDM-powered applications targeted at their industry or problem set © 2015 The MDM Institute

24 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 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 , mega vendors will continue to deploy separate CDI & PIM stacks while nouveau MDM vendors attempt to position this as "legacy MDM" failing Through , mega vendors will continue to deploy separate CDI & PIM stacks while nouveau MDM vendors attempt to position this as "legacy MDM" failing By 2017, all operational CDI hub vendors will add "PIM light" capabilities, & all PIM vendors will add B2C PARTY entity domain By 2017, all operational CDI hub vendors will add "PIM light" capabilities, & all PIM vendors will add B2C PARTY entity domain MDM MILESTONE Most PIM are multi-domain, not just PIM … always include SUPPLIER; CDI always has entitlements © 2015 The MDM Institute

25 REFERENCE DATA MANAGEMENT STRATEGIC PLANNING ASSUMPTION Through 2015, reference data will emerge 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 Through 2015, reference data will emerge 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 , 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" mkt under pricing umbrella of GoldenSource During , 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" mkt under pricing umbrella of GoldenSource By 2017, pervasive, low cost RDM will be commoditized via the efforts of Ataccama, Microsoft & Oracle By 2017, pervasive, low cost RDM will be commoditized via the efforts of Ataccama, Microsoft & Oracle MDM MILESTONE Managing “simple” reference data will prove to be a key sales entry point for MDM vendors © 2015 The MDM Institute

26 REFERENCE DATA MANAGEMENT (RDM) © 2015 The MDM Institute “Top 10” Evaluation Criteria

27 MDM INSTITUTE FIELD REPORTS – RDM Ataccama RDM Ataccama RDM Collibra Reference Data Accelerator Collibra Reference Data Accelerator IBM RDM Hub IBM RDM Hub Informatica RDM Informatica RDM Kalido Kalido Microsoft RDM (t.b.a.) Microsoft RDM (t.b.a.) Oracle Site Hub, DRM Orchestra EBX Profisee SAP MDG-R (Reference Data) Software AG WebMethods OneData Teradata LRDM © 2015 The MDM Institute Formally Presented by Conference Chairman on Day 3 of Event

28 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) 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 , 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 Through , 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 By 2017, Cloud-innate services for DQ & DG will be more prevalent; however, enterprise MDM will remain “on premise” w/ increasing integration to Cloud applications By 2017, Cloud-innate services for DQ & DG will be more prevalent; however, enterprise MDM will remain “on premise” w/ increasing integration to Cloud applications MDM MILESTONE MDM-enabled apps will migrate to public Cloud, especially for decentralized/geographically distributed organizations © 2015 The MDM Institute

29 SOCIAL & MOBILE MDM STRATEGIC 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 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 , 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) Through , 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) By , mobile location-based services enhanced with location- specific customer info will raise ante for e-commerce within & outside major social networks By , mobile location-based services enhanced with location- specific customer info will raise ante for e-commerce within & outside major social networks MDM MILESTONE Data-related processes need to align with real world intricacies – especially complex relationships & hierarchies of mobile customers & extended social networks © 2015 The MDM Institute

30 TEMPORAL MDM (REAL-TIME & TIME-TRAVEL) STRATEGIC PLANNING ASSUMPTION MDM MILESTONE 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 models 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 models Through , 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) Through , 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 By 2017, temporal MDM will be standard feature of majority of MDM platforms © 2015 The MDM Institute

31 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 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 Through 2016, Big Data will 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. Through 2016, Big Data will 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 , very large enterprises (e.g., fin svcs, large gov’t agencies) will look to r/t MDM flows & scaling of MDM solutions via elasticity of Cloud-based solutions, in-memory DBs, & next-generation ETL/MDM By , very large enterprises (e.g., fin svcs, large gov’t agencies) will look to r/t MDM flows & scaling of MDM solutions via elasticity of Cloud-based solutions, in-memory DBs, & next-generation ETL/MDM MDM MILESTONE Big Data innately requires both MDM & Data Governance to be effective & sustainable © 2015 The MDM Institute

32 BUDGETS/SKILLS STRATEGIC PLANNING ASSUMPTION During 2015, the number of IT professionals trained in a specific MDM solution will increase 100% Y2Y, however, IT organizations & consultancies will struggle to recruit and retain MDM veterans who have had a major role in a successful MDM deployment During 2015, the number of IT professionals trained in a specific MDM solution will increase 100% Y2Y, however, IT organizations & consultancies will struggle to recruit and retain MDM veterans who have had a major role in a successful MDM deployment Through , enterprises will continue to spend 3X to 4X in “plan” & “build” services vs. MDM software Through , enterprises will continue to spend 3X to 4X in “plan” & “build” services vs. MDM software By , supply of MDM-experienced consultants will catch up w/ demand & SIs will scramble to find new opportunities for their expensively recruited & trained talent By , supply of MDM-experienced consultants will catch up w/ demand & SIs will scramble to find new opportunities for their expensively recruited & trained talent 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 © 2015 The MDM Institute

33 MDM & DATA GOVERNANCE SERVICES Market for MDM & Data Governance services reached $2.5B during 2012 & will exceed $4 billion by 2015 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 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 as organizations deal w/ shortage of tools, experience & tool expertise Data Governance assistance from SIs will remain especially critical to success of MDM programs during as organizations deal w/ shortage of tools, experience & tool expertise This area must be given scrutiny – not only to contain costs, but to insure success of this vital investment © 2015 The MDM Institute

34 FIELD REPORT: MAJOR SI PARTNERS Accenture Accenture BackOffice Associates BackOffice Associates Capgemini Capgemini CGI-Logica CGI-Logica Cognizant Cognizant Deloitte Deloitte IBM BAO/GBS/Lab Services IBM BAO/GBS/Lab Services Informatica Pro Svcs Informatica Pro Svcs Infosys Knowledgent Lumendata Oracle Pro Svcs SAP Pro Svcs Stream Integration/Prolifics Tata Consultancy Services Utopia Wipro © 2015 The MDM Institute

35 FIELD REPORT: MDM & DG SPECIALISTS Adastra Adastra Affecto Affecto Arhis Arhis Black Watch Data Black Watch Data Business & Decisions Business & Decisions Clarity Clarity Consology Consology Datpro Datpro Detica Detica DATUM DATUM eCenta eCenta Edificio Edificio Entity Group Entity Group First San Francisco Partners First San Francisco Partners GlobalSoft GlobalSoft HighPoint Systems HighPoint Systems Hitachi/Sierra Atlantic Hitachi/Sierra Atlantic IMT Infoverity Information Asset InfoTrellis Jibes Koeus Myers-Holum NorthGate Perficient Platon SDM Serene SapientNitro SITA Sogeti Steria Streevus © 2015 The MDM Institute

36 FIELD REPORT: MAJOR CONSULTANCIES WITH MINOR PRACTICES Abeam Abeam Atos Atos Avanade Avanade BearingPoint BearingPoint CSC CSC Dell/Perot Systems Dell/Perot Systems Fair Isaac / Braun Consulting Fair Isaac / Braun Consulting Fujitsu (Born, DMR) Hitachi Consulting HP/Knightsbridge/EDS Lockheed Grumman Mahindra Satyam PwC SAIC SBS (Siemens Business Services) Unisys © 2015 The MDM Institute

37 RUN, GROW & TRANSFORM THE BUSINESS MDM is a major IT initiative underway at large # of market-leading Global 5000 enterprises MDM is a major IT initiative underway at large # of market-leading Global 5000 enterprises Most enterprises & solutions vendors are finding near-term success with single-faceted approach inherent with 3 rd generation MDM solutions Most enterprises & solutions vendors are finding near-term success with single-faceted approach inherent with 3 rd 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 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 are 4 th generation multi-entity MDM solutions which address requirement for multiple domains & styles as well as reference data Coming to market during are 4 th generation multi-entity MDM solutions which address requirement for multiple domains & styles as well as reference data Master Data Governance (MDG) remains the “X” factor Master Data Governance (MDG) remains the “X” factor Without single view of X (customer/supplier/product) your organization cannot be fully effective, efficient or manage risk © 2015 The MDM Institute

38 BOTTOM LINE: MDM & DATA GOVERNANCE Invest in DG for long-term sustainability & ROI of MDM Invest in DG for long-term sustainability & ROI of MDM Acknowledge currently marketed DG does not exist as integrated solution Acknowledge currently marketed DG does not exist as integrated solution Plan for most MDM vendors to deliver DG during next 6-12 months 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 – with resultant partner chaos Recognize mega vendors (IBM, INFA, ORCL, SAP) focused to deliver MDG capability in 2015 – with resultant partner chaos Manage SI partner to integration roadmap with MDM platform of choice & to avoid “brain drain” 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 © 2015 The MDM Institute

39 ACTION PLAN FOR Promote MDM as essential business strategy with IT deliverables to leverage high-value info used repeatedly across many business processes Promote MDM as essential business strategy with IT deliverables to leverage high-value info used repeatedly across many business processes Position MDM as enabler of key business activities such as improving customer communication & reporting – rather than an important infrastructure upgrade Position MDM as enabler of key business activities such as improving customer communication & reporting – rather than an important infrastructure upgrade Begin MDM projects focused on either customer-centricity or product/service optimization Begin MDM projects focused on either customer-centricity or product/service optimization Plan for multi-entity MDM juggernaut evolving from “early adopter” into “competitive business strategy” Plan for multi-entity MDM juggernaut evolving from “early adopter” into “competitive business strategy” Insist on Enterprise MDM software capable of evolving to multiple usage styles & data domains Insist on Enterprise MDM software capable of evolving to multiple usage styles & data domains Plan now to realize economic value & competitive differentiation via multi-entity MDM during next 2-5 years © 2015 The MDM Institute

40 Authoritative Relevant Independent Aaron Zornes Founder & Chief Research Officer © 2015 The MDM Institute


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