More Related Content Similar to Analyst field reports on top 20 MDM and Data Governance implementation partners - Aaron Zornes (NYC 2021) (20) Analyst field reports on top 20 MDM and Data Governance implementation partners - Aaron Zornes (NYC 2021)1. Field Reports for
'Top 20' MDM & DG Consultancies:
(subtitle: Avoiding the Consultancy ‘Money Pit’)
16th Annual MDM & Data Governance Summit
2021 date t.b.d. NYC
Aaron Zornes
Chief Research Officer
The MDM Institute
aaron.zornes@the-MDM-Institute.com
www.linkedin.com/in/aaronzornes
http://twitter.com/azornes
2. How Many Analysts Does It Take To Change a Light Bulb?
Gartner analyst
“We feel that a new bulb is necessary & that the bulb will be replaced (0.99
probability) — we have a new service that addresses that issue”
Forrester analyst
“In 5 years, the new illumination technologies will replace what you
currently have ... Wait”
Ovum/Aberdeen analyst
“We’ll write about the old bulb for $25,000”
IDC analyst
“There are 1,230,245 burnt-out bulbs in the world — for $2,500, we will tell
you where they are ...”
Big Three consultant
“It’s time to re-engineer the sun ...”
© 2021 The MDM Institute www.the-MDM-Institute.com
3. Managing the Implementation Partner Relationship
Determining the evaluation criteria for selecting
implementation partners for MDM projects
Identifying which partners are market leaders in
your industry & your chosen software
technologies
Managing the partner relationship – esp. avoiding
“brain drain” & inflationary “blended rates”
Preparing for talent shortages now is the savvy way
to avoid the MDM "money pit" later
© 2021 The MDM Institute www.the-MDM-Institute.com
4. Why Focus on “SI” Cost Component?
MDM projects typically incur substantial amt of systems
integration in first 12-24 months as businesses wire data
sources into enterprise's data hub
MDM Institute research finds G5000 enterprise spends
average of $1.2 million for MDM software solutions - with
addt’l investment of 3X-4X in SI services
MDM is one of few remaining growth areas for both software
vendors & systems integrators (SIs)
Recent buzz around MDM is rivaled only by intensity with
which systems integrators have "found MDM religion"
Given substantial investment businesses undertake with SI
partners, this must be scrutinized – not only in effort to
contain costs, but also to insure success of this vital
infrastructure investment
© 2021 The MDM Institute www.the-MDM-Institute.com
5. MDM Phases
Phase 0
Scoping of Phase 1
Limited proof-of-concept
(POC)
Requirements capture
ROI projection
Vendor & product evaluation
Phase 1
Limited deployment within
single business division or
department for single entity,
e.g. customer or product
Phase 2
Going 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 3
Extending 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.
© 2021 The MDM Institute www.the-MDM-Institute.com
6. Other Post "Phase Zero" Tasks
Perform gap analysis to determine which software must be
developed internally & which can be purchased
Identify a systems integrator (SI) consultancy partner
Plan for IT organizational change management
Work with the business leadership to design & refine "future
state" business processes associated with new MDM
commitments
After determining/aligning business strategy …
© 2021 The MDM Institute www.the-MDM-Institute.com
7. Areas Where SIs May Provide Value
Identify & prioritize business functional requirements
Recommend build vs. buy
Provide a solution selection methodology that balances business &
technical requirements
Develop detailed request for proposal (RFP)
Evaluate & select the right MDM software solution vendor(s)
© 2021 The MDM Institute www.the-MDM-Institute.com
8. “Top 5” Evaluation Criteria for MDM Systems Integrators
#1 – Data governance methodology & accelerators
#2 – Industry-specific data model experience & ETL
mappings
#3 – MDM product experience
#4 – MDM project experience (industry, geo, ego)
#5 – Next-generation MDM readiness architecture &
design (big data, graph, social MDM, mobile MDM, real-time info)
Partner's capabilities include their
depth & available expertise
© 2021 The MDM Institute www.the-MDM-Institute.com
9. Areas Where SI Provides Implementation Value
Pilot the MDM solution & application integration
Develop IT & business user communications in addition to training
materials
Define & establish user job roles – e.g., MDM project leads,
corporate/LOB data stewards
Define metrics for ROI or other measurements
Structure change management & system tuning strategies
© 2021 The MDM Institute www.the-MDM-Institute.com
10. Understanding Your SI’s Business Model
Significant challenge for SI is to
determine mega vendor &/or best-of-
breed/vertical niche
MDM software vendors with
which to align
Each MDM vendor has
Vertical industry specialization – e.g., banking
or pharmaceutical
Corporate horizontal functional specialization –
e.g., B2B hierarchy rationalization)
Mind share & brand recognition by virtue of
early successes
Typical SI Team
Drawn From Various
Other Practice Teams
• Enterprise architecture planning,
esp. SOA experts
• Enterprise data modeling
• Legacy app reengineering
• Data conversion & application
migration
• Data quality
• EAI middleware & BPM experts.
• Analytics & ETL experts
• Testing & QA
• Systems infrastructure mgmt
• Performance engineering
• ROI & cost-model generation
(business value articulation)
© 2021 The MDM Institute www.the-MDM-Institute.com
11. Data Governance Will Become Major Investment
Defining master data governance IT processes
Establishing & training the data stewardship function
Designing future state business processes tied to newly founded MDM
commitments regarding customer data
© 2021 The MDM Institute www.the-MDM-Institute.com
12. How to Keep Staff from Being Shanghai’ed
Financial handcuffs
Personal/corporate recognition
Career tracks
Contractual non-compete/”hands-off my people”
© 2021 The MDM Institute www.the-MDM-Institute.com
13. MDM & DG Implementation Partner “Round-Up”
1. ABeam (Deloitte JP)
2. Accenture
3. Adastra
4. Affecto
5. Agile Solutions
6. Amberleaf Partners
7. Amplifi
8. Arhis
9. AST/Serene
10. ATOS
11. BackOffice Associates
12. BAE Systems Applied
Intelligence (formerly Detica)
13. BearingPoint
14. BT
15. Business & Decision
(incl Inforte)
16. Camelot
17. Capgemini/iGATE Patni
18. CGI-American Mgmt Sys
19. CODIFYD
20. Cognizant
21. Comma
22. Datasource
23. Datum
24. Deloitte Consulting
25. DXC Technology (CSC)
26. E&Y
27. Edifixio
28. Entity Group
29. eVerge Group
30. First San Francisco Partners
31. Fujitsu (formerly DMR)
32. Genpact
33. Global Data Excellence
34. GlobalSoft
35. HCL Technologies
36. HighPoint Solutions
37. Hitachi/Sierra Atlantic
38. HP Enterprise
39. IBM GBS/BAO/Digital
& Lab Services
40. IMT
41. Infogain
42. Infordata
43. Informatica Pro Svcs
44. Information Asset
45. Infosys
46. Infoverity
47. Jibes
© 2021 The MDM Institute www.the-MDM-Institute.com
48. Kaygen
49. Keane
50. Keyrus
51. Kingland Systems
52. Knowledgent
53. Komtas
54. L&T InfoTech
55. LiquidHub
56. Logica
57. LumenData
58. Luxoft
59. Mastech (InfoTrellis)
60. MDMHubs
61. Micropole
62. MIP
63. Myers-Holum
64. Ness Technologies
65. Northgate Info Svcs
66. Oakton
67. Oracle Pro Services
68. Perficient
69. Persistent Systems
70. Platon (Deloitte DK)
71. Proj Performance Corp
72. Prolifics (Stream Integration)
73. PwC
74. SAIC
75. SapientNitro
76. SDM
77. Sierra Systems
78. SITA
79. Slalom Consulting
80. SMS Management
81. SoftPath
82. Sopra Steria
83. Synergic Partners
84. TaskData
85. Tata Consultancy Svcs
86. Tech Mahindra (Satyam)
87. TEKsystems
88. Tieto
89. Trianz
90. Unisys
91. Utelco
92. Utopia
93. Vivamex
94. Vinculum
95. VirtusaPolaris
96. Winshuttle
97. Wipro
98. ZS Associates
14. “TOP 20” MDM/DG Global Consultancies
1. Accenture
2. BackOffice Associates
3. BearingPoint
4. Capgemini/iGATE Patni
5. Cognizant
6. Deloitte
7. E&Y
8. Genpact
9. HCL Technologies
10. IBM GBS/BAO/Digital
& Lab Services
11. Informatica Pro Svcs
12. Infosys
13. L&T InfoTech
14. Oracle Pro Services
15. PwC
16. Tata Consultancy Svcs
17. Tech Mahindra (Satyam)
18. Utopia
19. Winshuttle
20. Wipro
© 2021 The MDM Institute www.the-MDM-Institute.com
15. “TOP 25” MDM/DG Specialists (North America)
1. Amberleaf Partners
2. Amplifi Commerce
3. AST/Serene
4. Datasource
5. Datum
6. Entity Group
7. eVerge Group
8. First San Francisco Partners
9. GlobalSoft
10. HighPoint Solutions
11. Hitachi/Sierra Atlantic
12. IMT
13. Information Asset
14. Infoverity
15. Kingland Systems
16. Knowledgent
17. LiquidHub
18. LumenData
19. Mastech (InfoTrellis)
20. Northgate Info Svcs
21. Prolifics (Stream Integration)
22. SapientNitro
23. Slalom
24. SoftPath
25. ZS Associates
© 2021 The MDM Institute www.the-MDM-Institute.com
16. “TOP 20” MDM/DG Specialists (Europe)
1. Affecto (400+)
2. Agile Solutions (100+)
3. Arhis (50+)
4. ATOS
5. BAE Systems Applied
Intelligence (formerly Detica)
6. Business & Decision (3,000+)
7. Camelot (200+)
8. CGI-Logica
9. Comma Group (40+)
10. eCenta (150+)
11. Edifixio (200+)
12. Entity Group (70+)
13. Global Data
Excellence (20+)
14. Infordata (15+)
15. Jibes (100+)
16. Komtas (40+)
17. KPMG
18. Micropole (1,200+)
19. Sopra Steria (1,400+)
20. Tieto (15K+)
© 2021 The MDM Institute www.the-MDM-Institute.com
17. “TOP 10” MDM/DG Regional Consultancies Asia-Pacific
ABeam (Deloitte JP)
DXC Technology (formerly Computer Sciences Corp.)
MIP
Oakton
People’s Liberation Army
RXP Services
SMS Management
Utelco
Vinculum
© 2021 The MDM Institute www.the-MDM-Institute.com
18. “ALSO RAN”
AN Info Systems
Avanade
BT
CODIFYD (formerly Bytemanagers)
Fujitsu (formerly DMR)
HP Enterprise
Infogain
Kaygen
Keane
Keyrus
MDMHubs
Myers-Holum
Ness Technologies
Persistent Systems
Proj Performance Corp
SAIC
SapientNitro
SDM
Sierra Systems
SITA
TaskData
TEKsystems
Unisys
Vivamex
VirtusaPolaris
© 2021 The MDM Institute the-MDM-Institute.com
19. Three Key Business Factors
Status of current incumbent relationships at the executive level
Status of current contracts, and pending contract negotiations (for other
projects)
Business size, partnership direction, and ongoing viability of the
SI/consultancy
Your organization’s weightings may vary …
© 2021 The MDM Institute www.the-MDM-Institute.com
20. Bottom Line: Avoiding the SI Money Pit
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)
© 2021 The MDM Institute www.the-MDM-Institute.com
21. Bottom Line: Avoiding the SI Money Pit
SIs are needed to coordinate IT & Business
Readiness & maturity
Plan for IT organizational change management to
support MDM efforts
Work with business leadership to design & refine the
“future state” business processes associated with new
MDM commitments
© 2021 The MDM Institute www.the-MDM-Institute.com
22. Bottom Line: Avoiding the SI Money Pit
SIs are needed to help transform IT
organizations
To a greater degree than traditional application
development initiatives, organizational readiness &
acceptance has huge impact on both success &
sustainability of MDM initiative
© 2021 The MDM Institute www.the-MDM-Institute.com
23. Bottom Line: Avoiding the SI Money Pit
After initial development of a MDM system,
SIs can help IT & Business by facilitating
Ongoing participation in development of business
rules & resolution of master data match/merge issues
Ongoing commitment to update both applications &
business processes to leverage core data stored in
master data hub
© 2021 The MDM Institute www.the-MDM-Institute.com
24. Rx for SI Management Strategies
Acknowledge that SIs are essential to success of
majority of MDM & Data governance projects
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 business initiative investment
© 2021 The MDM Institute www.the-MDM-Institute.com
25. Field Report – Cognizant (summary 2 of 8 pp)
© 2010 The MDM Institute the-MDM-Institute.com
26. Field Report – HighPoint Solutions (summary 2 of 5 pp)
© 2010 The MDM Institute the-MDM-Institute.com
27. Field Report – Knowledgent (summary 2 of 5 pp)
© 2010 The MDM Institute the-MDM-Institute.com
28. How to Leverage the MDM Institute
Kick start the “MDM evaluation process”
Attend public workshop
Bring workshop on-site
Fine tune in-process MDM strategies
Due diligence on reference checking & contract details
Stay ahead of curve via MDM Business Council
Re-qualify every 6 months via survey
Receive MDM Alerts & access to Web-hosted research
Increase your knowledge & negotiating
strengths via MDM Advisory Council Membership
Participate in monthly email surveys & receive updated industry scorecard
Receive monthly MDM consultation via telephone
“Independent, Authoritative, & Relevant”
© 2021 The MDM Institute www.the-MDM-Institute.com
29. About the MDM Institute
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,
CIOs, data architects
MDM Business Council™ website
access & email support to 18,000+ members
MDM Road Map & Milestones™
annual strategic planning assumptions
MDM Alert™ 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,
Singapore, Sydney, Toronto, & Tokyo
“Independent, Authoritative, & Relevant”
About Aaron Zornes
Most quoted industry analyst authority on topics of MDM & CDI
Founder & Chief Research Officer of the MDM Institute
Conference chairman for SourceMedia’s MDM & DG SUMMIT conference series
Founded & ran META Group’s largest research practice for 14 years
M.S. in Management Information Systems from University of Arizona
© 2021 The MDM Institute www.the-MDM-Institute.com
30. MDM Institute Advisory Council
150 organizations who receive unlimited MDM advice to key
individuals, e.g. CTOs, CIOs, & MDM project leads
Representative Members
3M
Autotrader
Bell Canada
Caterpillar
Cisco Systems
Citizens Communications
COUNTRY Financials
Educational Testing Svcs
EMC
GE Healthcare
Honeywell
Information Handling Svcs
Intuit
Loblaw
McKesson
Medtronic
Microsoft
Motorola
National Australia Bank
Nationwide Insurance
Norwegian Cruise Lines
Novartis
PC Connection
Polycom
Roche Labs
Rogers Communications
Scholastic
Stryker
SunTrust
Sutter Health
W.W. Grainger
Westpac
Weyerhaeuser
Woolworths
© 2021 The MDM Institute www.the-MDM-Institute.com