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transcript
2009-10 Key Trends & Best Practices Enterprise-Strength
Data Governance & MDM
Aaron ZornesChief Research Officer
The MDM Instituteaaron.zornes@tcdii.com +1 650.743.2278
© 2009 The MDM Institute The-MDM-Institute.com
“Best Practices” Session Topics
What are the business drivers for enterprise-strength DG?
What are the technology challenges in implementing DG for enterprise magnitude business problems?
Why is “active” DG superior to “passive” or “passive-aggressive” DG?
How are large enterprises justifying and catalyzing their DG processes?
Which are the “desirable” vs. “essential” DG solution criteria – e.g. GUI sizzle for hierarchy management vs. end-to-end team-based governance for the data steward function
How does an organization organize and execute through the four stages of DG maturity: anarchy (basic), IT feudalism (foundational), business monarchy (advanced), and federalism (acme)
© 2009 The MDM Institute The-MDM-Institute.com
Prologue
Enterprise-level DG that includes entire master data lifecycle (creation, promotion, archiving, …) is extremely difficult to execute for a number of reasons –organizationally & technically. Yet increasingly this is being mandated as a core deliverable of large-scale MDM projects.Through 2009-10, both major systems integrators & MDM boutique consultancies will focus on productizing their DG frameworks/methodologies while MDM software providers struggle to link upstream DG processes with downstream MDM hubs. By 2011-12, all mega vendor MDM solutions will evolve from “passive aggressive DG” mode to “active DG” wherein they provide the capabilities to capture business rules which in turn are propagated into an MDM.
© 2009 The MDM Institute The-MDM-Institute.com
Key MDM Issues for 2009-2010
• Provisioning substantive amount of “MDM-specific data governance”
• Partnering with a faithful service provider
• Betting on odds-on favorite MDM solution (brand/architecture/platform)
MDM 2.0 scenario: convergence of MDM & data governance
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MDM Milestones www.tcdii.com/mdmresearch/assumptions.html
Architecture & models
Identity resolution
Party data quality
Analytics
Policy hubs
Enterprise search
Strategic planning assumptions to assist IT organizations & vendors in coping with flux & churn
of evolving MDM vendor landscape
Market maturation
Market momentum
Market consolidation
Budgets/skills
Data governance
MDM convergence
© 2009 The MDM Institute The-MDM-Institute.com
Key MDM Issues for 2009-2010
Provisioning substantive “MDM-specific data governance”Partnering with a faithful service provider
Betting on odds-on favorite MDM solution (brand/architecture/platform)
© 2009 The MDM Institute The-MDM-Institute.com
Enterprise Data Governance Challenges
Break down functional & organizational stovepipes Integrate processes across the enterprise – including corporate technology, all LOBs, functional areas & geographic regionsEngage all levels of management & adjudicate between centralized vs. decentralized data stewardshipEvolve key stakeholders from “data ownership” to “data stewardship”Overcome lack of process integration in current “DG for MDM” offerings
Based on recognition of issues at hand, an improving economy, & increasing regulatory requirements, businesses are now recognizing
oppty to take more strategic view of enterprise data governance
© 2009 The MDM Institute The-MDM-Institute.com
Data Governance Strategic Planning Assumption
During 2009, most enterprises will struggle with cross-enterprise DG scope as they initially focus on customer, vendor, or product; enterprise-level DG that includes entire master data lifecycle will be mandated as core phase 0/1 deliverable of large-scale MDM projects Through 2010, major SIs & MDM boutiques will focus on productizing DG frameworks while MDM software providers struggle to link governance process with process hub technologies; concurrently G5000 enterprises struggle to evolve enterprise DG in cost-effective & practical way from “passive” to “active” DG modesBy 2011-12, vendor MDM solutions will finally move from “passive-aggressive DG” mode to “active DG”
MDM MILESTONE
Data governance will remain problematic during 2009-10
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“Data Governance for MDM” Market – Chaos or Confusion?
Data governance (DG) is vital to success of MDM projects – both initially & ongoingDuring 2009-10, Global 5000 enterprises will increasingly mandate that 'no MDM program be funded without pre-requisite DG framework’Moreover, market-leading vendors will come to market in late with own active DG frameworks to take back the lucrative DG business currently defaulting to SIsCorollary is few MDM vendors will be able to market their solutions without integrated active DG capability – one that embeds a workflow engine with metadata support for both structured & unstructured infoWhere will that leave the SIs – as partners, competitors or both?
Given lack of DG solutions from MDM platform vendors, SIs have had market largely to themselves; 2010 operative word = “coop-etition”
© 2009 The MDM Institute The-MDM-Institute.com
Predictions of IBM Data Governance Council
1. In some countries, DG will become regulatory requirement & companies will have to demonstrate DG practices to regulators as part of regular audits. This will likely affect Financial Services industries first, & will emerge as a growing trend worldwide.
2. Value of data will be treated as an asset on balance sheet & reported by the CFO while quality of data will become technical reporting metric & key IT performance indicator. New accounting & reporting practices will emerge for measuring & assessing value of data to help organizations demonstrate how DQ fuels business performance.
3. Calculating risk will become an IT function. Today in most organizations, risk calculation is done by a select group of individuals using complicated processes. In future, risk calculation will be automated allowing companies to more easily examine past exposure, forecast risk they face in future, & set aside capital to self-insure to cover risk.
© 2009 The MDM Institute The-MDM-Institute.com
Predictions of IBM Data Governance Council - continued
4. Role of CIO will change making this corporate officer responsible for reporting on DQ & risk to Board of Directors. CIO will have mandate to govern use of info & report on quality of info provided to shareholders.
5. Individuals will be required to take more responsibility for recognizing problems & participating in governance process to facilitate greater operational transparency & identification of risk. They will be aided by new categories of operational software that will demonstrate common DG problems & allow employees to self- govern; sponsor & vote on new policies; provide feedback on existing ones & participate in dynamic DG.
IBM DG Council established right approach – assessing DG from a maturity perspective across 11 categories with
"Entry Points" to enable organization to embrace more pressing needs while being able to tackle other aspects when ready
© 2009 The MDM Institute The-MDM-Institute.com
MDM Institute’s Data Governance Maturity Model
“Anarchy” (basic) –Application-centric approach; meets business needs only on project-specific basis
“Feudalism” (foundational) –IT policy-driven standardization on technology & methods; common usage of tools & procedures across projects
“Monarchy” (advanced) – business-driven, rationalized data with data & metadata actively shared in production across sources
“Federalism” (distinctive) – SOA (modular components), integrated view of compliance requirements, formalized organization with defined roles & responsibilities, clearly defined metrics, iterative learning cycle
0%
10%
20%
30%
40%
50%
Basic Foundational Advanced Distinctive
FSP
Non-FSP
Source: MDM Institute survey of 100+ Global 5000 IT organizations
Fin Svc providers are leading the way – in spend & discipline; technology can only achieve so much as organization must be
prepared to continually adapt & treat data as enterprise asset above project level; data needs to be an asset not a liability.
© 2009 The MDM Institute The-MDM-Institute.com
Rosetta Stone of DG Maturity Models
Stage Name
I Anarchy
II Feudalism
III Monarchy
IV Federalism
The MDM Institute
Common inquiry is “How do I get from Level 2 to Level 4 or 5?”
IBM Data Governance Council
DataFlux/SAS Gartner Research
Stage Name
I InitialII ManagedIII DefinedIV Quantitatively ManagedV Optimizing
Stage Name
1 Undisciplined
2 Reactive
3 Proactive
4 Governed
Stage Name
0 Unaware
1 Aware
2 Reactive
3 Proactive
4 Managed
5 Effective
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Why Enterprise Data Governance
Overly complex IT infrastructure Silo-driven, application area-centric solutionsSlow-to-market delivery of new or enhanced application solutionsInconsistent definitions of key corporate data assets such as customer, supplier, & pricing mastersPoor data accuracy within & across business areasLOB-focused data with inefficient or nonexistent ability to leverage information assets across LOBsRedundant IT initiatives to re-solve data accuracy problems for each individual LOB
Uniform communications with customers, suppliers, & channels due to veracity & accuracy of key master dataCommon understanding of business policies & processes across LOBs & with business partners/channelsRapid cross-LOB implementation of new apps requiring shared access to master dataSingular definition & location of master data & related policies to enable transparency & auditability essential to regulatory compliance Continuous DQ improvement as DQ processes are embedded upstream rather than downstreamIncreased synergy for cross-sell & upsell
Pre-Governance Post-Governance
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MDM Institute MarketPulse™ Survey Overview
ObjectivesDetermine top business justifications for DG programsUnderstand key technology challenges (failings) of current DG offeringsProvide evaluation framework for both current & soon-to-market DG offerings
Methodology = online surveys & interviewsPre-qualified, pre-existing relationshipC-level or next level below
Survey pool of 100+ Global 5000 size enterprises Oracle Data Governance Advisory BoardIBM Data Governance CouncilMDM Institute Advisory Council
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Data Governance “Framework” “Top 10” Evaluation Criteria
1. Methodology2. Data exploration/profiling3. Model management4. Rules management5. Decision rights management6. MDM hub integration7. Enterprise application
integration8. E2E data lifecycle support 9. Integrated metrics10.Vendor integrity/viability
“Data Governance for MDM” fracas will escalate as MDM vendors rush to usurp SIs; during 2009-10, MDM vendors
increasingly unable to sell MDM w/out integrated DG
© 2009 The MDM Institute The-MDM-Institute.com
Open roundtables + support network between Oracle MDM customers, Oracle MDM & First San Francisco Partners
ObjectivesDiscuss & present most pressing DG challenges & issues, specifically in context of MDM
Identify solutions & best practices when implementing DG
Maintain sustained communication between webinar sessions through mailing lists & other communications
Oracle Data Governance Forum
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Oracle Data Governance Forum Participants
22
© 2009 The MDM Institute The-MDM-Institute.com
DGF June 2009 Session Selected Conclusions & Findings
DG must become more role-based & not attached to specific people
Align jobs & objectives to DG processes (involve HR, make it part of yearly evaluations,...)Ensure continuity of DG program & steady progress
DG must integrate day-to-day data mgmt & operational practices
Coordinate both operation’s senior leadership & SMEs as part of DG org
Senior leadership ensures buy-in & commitmentSMEs enforce DG & DQ policies, standards, & procedures in their respective functional areas
Coordinate data mgmt processes & policies at enterprise levelNo more “back hand shakes” between Business & IT in terms of data accessAll data requests should go through DG office
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© 2009 The MDM Institute The-MDM-Institute.com
DGF June 2009 Session Selected Conclusions & Findings - continued
© 2009 The MDM Institute The-MDM-Institute.com
When managing data across truly global companies (decentralized, multi-national, multi-lingual), you’re only interested in core data that is shared (i.e. master data) = need:
Int’l senior leadership & champions to enforce DG vision, polices & proceduresInt’l representation in DG leadership group & working teamsAccommodate different security & privacy rules in each geo
When co-designing & implementing DG & MDMDG will provide guidance (standards, roles & responsibilities, oversight, etc.), creates & enforces policies for MDM hub design around data cleansing, duplicate detection, match/merge rules, error handling, data maintenance & mgmt, measurement & monitoring, & data sharing, etc.MDM Hub design & development project will track progress & escalate issues to Office of DG based on DG processes & to data stewards based on workflow as defined by business rules
© 2009 The MDM Institute The-MDM-Institute.com
Overall Critique of Existing DG Capabilities
Mismatch of applying project-oriented methodology rather than asset-focused methodologies Methodologies missing the asset aspect of data … cost, decaying value, ROI for cleansing data, etc.Frameworks not addressing “community” aspect of shared asset development – e.g. wikis for global corporate business vocabulary, etc.Current DG solutions do not provide systemic rigor nor E2E lifecycle support
“(Integrated) Data Governance for MDM” market is a vacuum … nature hates a vacuum
© 2009 The MDM Institute The-MDM-Institute.com
SUMMARY – Data Governance for MDM
Don’t settle for “passive” / downstream data governance Demand “active” / upstream enterprise data governance Don’t expect “data governance maturity assessments” to provide road map out of anarchyRealize that “data steward consoles” are more than demo-ware for headless apps … but substantially less than enterprise data governanceAcknowledge that vendor viability matters Prepare to spend $250-$500K for initial DG solution
Enterprise data governance & MDM are codependent/interdependent … invest upfront in data governance for sustainability & ROI of MDM programs
© 2009 The MDM Institute The-MDM-Institute.com
Key MDM Issues for 2009-2010
Provisioning substantive “MDM-specific data governance”
Partnering with a faithful service providerBetting on odds-on favorite MDM solution (brand/architecture/platform)
© 2009 The MDM Institute The-MDM-Institute.com
Budgets & Skills Strategic Planning Assumption
During 2009, G5000 size enterprises will spend US$1M for MDM software, with addt’l US$3-4M for SI services; Global Service Providers will operate under this price floor by applying highly-customized, labor intensive frameworks & related acceleratorsThroughout 2010, skill shortages will greatly inflame project costs as demand for data stewards, enterprise data architects, & individuals with data governance experience outstrip market supply; concurrently, SIs will fill void in classic style by baiting & switching veterans for rookiesBy 2012, market will stabilize as enterprises react by training & protecting their own MDM staff with specific product & project expertise; until then, enterprises will struggle with re-skilling same resources multiple times as emerging/evolving data management technologies mature (e.g., Fusion, Netweaver, …)
MDM MILESTONE
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Career Tracks Strategic Planning Assumption
Scarcity of “hands on” MDM experience existsDuring 2007-08, 1,500+ product-specific consultants albeit with little “real world” experience with mainstay MDM solutions were trained upCurrent 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 MDM positions during next 3-5 years
Data Steward,Enterprise
Data Architect,Enterprise Data
Modeler,Ctrs of Excellence,
MDM Programmers
Product-Neutral
Product-Specific Off- Shore
On-Site
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Understanding SI Phases of MDM Lifecycle
Phase 0 tasksScoping of Phase 1Limited proof-of-concept (POC)Requirements captureROI projectionVendor & product evaluation
Phase 1Limited deployment within single business division or department for single entity, e.g. customer or product
Phase 2Going enterprise-wide with single master entity, e.g. customer, product, supplier, etc.
Phase 2+Going enterprise-wide with more than one master entity, e.g. customer, product, &/or supplier, etc.
Phase 3Extending master data extra-enterprise-wide with more than one master entity, e.g. customer, product, &/or business partners, e.g. strategic sourcing supply chain, outsourced call centers, etc.
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“Top 5” Technical Evaluation Criteria for MDM Services Provider
#1 – Extensible data governance methodology & accelerators
#2 – Industry-specific data model experience & ETL mappings
#3 – SOA architecture experience & accelerators
#4 – MDM product experience
#5 – MDM project experience (industry, geo, ego)
Partner's capabilities *must* include their data governance depth & available expertise
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MDM “Value Add” of SIs
SIs are often necessary to sell C-level execs
Without C-level support, BUs will find it difficult to contribute funding & resources necessary to launch an MDM initiative – resulting in status quo with each business unit continuing to address issue at division-level (if at all)
SIs are needed to coordinate IT & Business
Readiness & maturityPlan for IT organizational change mgmt to support MDM effortsWork with business leadership to design & refine the “future state” business processes associated with new MDM commitments
SIs are needed to help transform IT organizations
To a greater degree than traditional app dev initiatives, organizational readiness & acceptance has huge impact on both success & sustainability of MDM initiative
After initial development of MDM program, SIs can help IT & Business by facilitating
Ongoing participation in development of business rules & resolution of master data match/merge issuesOngoing commitment to update both apps & business processes to leverage core data stored in MDM hub
Multiple potential DG areas to leverage SI assistance
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BOTTOM LINE: Service Providers
Acknowledge that SIs are essential to success of majority of DG-driven MDM programs
Recognize that incumbent SIs are no longer so
Identify which SIs are market leaders in your industry & your chosen software technologies
Proactively manage key IT positions
Leverage SIs for their “value add”
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
© 2009 The MDM Institute The-MDM-Institute.com
Key MDM Issues for 2009-2010
Partnering with a faithful service provider
Provisioning substantive “MDM-specific data governance”
Betting on odds-on favorite MDM solution (brand/architecture/platform)
Deciding between “tactical/registry short term ROI” vs. “strategic/operational MDM long term ROI”
Opting for PIM-flavored MDM or MDM-flavored PIM
Rationalizing between 3rd gen MDM hub investments vs. more advanced, in-the-works semantic/MDM hybrid infrastructure
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MDM Convergence Strategic Planning Assumption
During 2009, party & product data interdependencies will quickly broaden MDM requirements – i.e., from “customer” to “product” to “vendor”; concurrently, vendor dogma will promote nouveau approaches such as collaborative MDM to assuage multi-entity conundrumThrough 2010-11, G5000 enterprises will broaden their MDM business initiatives from single use case, single entity to multi-style, multi-entityBy 2012, enterprises without long-term multi-entity MDM strategy run ironic risk of building “MDM silos”
SOA-based multi-entity MDM manages master data domains (customers, accounts, products, etc.)
with significant impact on most important business processes
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Why “Multi-Entity MDM”? Why Now?
Future direction is to grow all reference masters into operational masters
Future MDM landscapeMultiple data domainsMultiple relationshipsMultiple usage styles –analytical, operational & collaborativeLinkage between operational data domains using collaborative or analytical MDM
Enterprise MDM = multi-entity MDM – such epiphany enables the enterprise to avoid “random acts of MDM”
Pricing Policy HubPricing Reference Master
CDI HubLocation Master
Customer RegistryPIM Data Hub
Evolutionary Multi-Entity MDM
Entity-SpecificMDM Data Marts
Myopic
Strategic
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Enterprise Master Data Management: Market Review & Forecast for 2008-12
1. Rapid growth of MDM market into mid-market as well as across industries & geographies
2. Steady evolution away from data-centric hubs into application hubs
3. Elemental movement towards “enterprise MDM” in multiple phases
4. Futile dogmatic resistance is fading against the power of multiples
5. Inexorable shift to formal data governance structures
The market for MDM solutions is significantly & quickly expanding – across geographies, industries, & price points
“Top Five” Report Findings
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Solidified Requirements for 3rd Generation MDM Solutions
SOA/shared services architecture with evolution to “process hubs”Sophisticated hierarchy management High-performance identity managementData governance-ready frameworkPersisted, registry & hybrid architecture flexibility
MASTER DATA
SEARCH
MASTER DATA
MODELING
MASTERDATA
APPLICATIONS
MDMMASTER
DATA PREPAR-
ATION
MASTERDATA
GOVERNANCE
MASTERDATA
MOVEMENT
MDM has morphed from “early adopter IT project” to “Global 5000 business strategy”; phase 2 MDM
deployments are already fusing party & product domains
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Evolving Requirements for 4th Generation MDM Solutions
Multi-entity MDMMultiple master versions of customer – legal/geo boundaries effect
Process/policy hub architectureUnstructured information supportIntegrated data governanceEnterprise search
MASTER DATA
SEARCH
MASTER DATA
MODELING
MASTERDATA
APPLICATIONS
MDMMASTER
DATA PREPAR-
ATION
MASTERDATA
GOVERNANCE
MASTERDATA
MOVEMENT
G5000 enterprises’ business strategies mandate long term, strategic “multi-entity MDM” – in turn enabled by policy-
driven data governance
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Business Value of Multi-Entity MDM
With 4th generation MDM platform, an enterprise will be better able to
Identify & provide differentiated service to its most valuable customers via their relationships (households, hierarchies); also cross-sell & up-sell additional products to these customers
Introduce new products & product bundles more quickly across more channels to reduce the cost of New Product Introduction (NPI)
Provide improved enterprise-wide transparency across customers, distributors, suppliers, and products to better support regulatory compliance processes
Enterprises must plan now to realize economic value & competitive differentiation via multi-entity MDM during next 2-5 years
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MDM Solution (brand/architecture/platform) Bottom Line
Promote MDM as essential business strategy with IT deliverables to leverage high-value info used repeatedly across many business processesPosition MDM as enabler of key business activitiessuch as improving customer communication & reporting –rather than an important infrastructure upgradeBegin 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”Insist on Enterprise MDM software capable of evolving to multiple usage styles & data domainsPlan now to realize economic value & competitive
differentiation via multi-entity MDM during next 2-5 years
© 2009 The MDM Institute The-MDM-Institute.com
BOTTOM LINE
Invest in DG for long-term sustainability & ROI of MDM
Acknowledge currently “DG for MDM” does not exist as integrated solution
Primarily processes with custom workflowOne-way export to MDM hub (if any)Minimal support for “enterprise” decision rights
Plan for most MDM vendors to deliver DG workflow engine during next 6-12 months with metadata engine for both structured & unstructured
Recognize mega vendors (IBM, Oracle) focused to deliver capability in 2H2009 – with resultant SI partner chaos
Manage DG providerTo integration roadmap with MDM platform of choice
To avoid “brain drain”
© 2009 The MDM Institute The-MDM-Institute.com
MDM SUMMIT™ Conference Series
MDM SUMMIT Europe 2009 Park Plaza Victoria Hotel | April 20 – 22, 2009
MDM SUMMIT Asia-Pacific 2009 Four Points by Sheraton Sydney | April 28 – 29, 2009
MDM SUMMIT Canada 2009 Hotel Admiral Toronto-Harbourfront | June 25 – 26, 2009
MDM SUMMIT Americas 2009 San Francisco Hyatt Regency
August 24 – 26, 2009
MDM SUMMIT New York 2009 New York Hilton | December 1 – 2, 2009
© 2009 The MDM Institute The-MDM-Institute.com
About the MDM Institute
Founded 2004 to focus on MDMbusiness drivers & technology challenges
MDM Advisory Council™of 100 Global 5000 IT organizations with unlimited advice to key individuals, e.g. CTOs, CIOs, data architects
MDM Business Council™ website access & email support to 15,000+ members
MDM Road Map & Milestones™annual strategic planning assumptions
MDM Alert™ bi-weekly newsletter
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 SUMMIT™ annual conferences in NYC, San Francisco, London, Frankfurt, Madrid, Sydney, Toronto, & Tokyo
“Independent, Authoritative, & Relevant”
About Aaron ZornesMost quoted industry analyst authority on topics of MDM & CDI
Founder & Chief Research Officer of the MDM InstituteConference chairman for DM Review’s 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
© 2009 The MDM Institute The-MDM-Institute.com
MDM Institute Advisory Council
100 organizations who receive unlimited MDM advice to key individuals, e.g. CTOs, CIOs, & MDM project leads
Representative Members
3MBell CanadaCaterpillarCisco SystemsCitizens CommunicationsCOUNTRY FinancialsEducational Testing SvcsEMCGE HealthcareHoneywellIHSIntuitLoblawMcKessonMedtronic
MicrosoftMotorolaNational Australia BankNationwide InsuranceNorwegian Cruise LinesNovartisPolycomRoche Labs Rogers CommunicationsScholasticStrykerSunTrustSutter HealthWestpacWeyerhaeuserWoolworths
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Authoritative
Relevant
Independent
Aaron ZornesFounder & Chief Research Officer
The MDM InstituteThe-MDM-Institute.com
a.k.a. www.tcdii.com