1. A GPS for Your MDM Journey:
The Right and Wrong Master Data Management (MDM) Strategies to
Start Small and Expand across the Enterprise
EXECUTIVE BRIEF
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This edition published May 2010
4. Executive Summary
Some visionary companies saw the benefits of empowering the business with desktop access to
reconciled and reliable business-critical data—also known as master data—across the enterprise,
empowering employees to effectively address business priorities. They realized that inconsistent
and duplicate business-critical data—such as customers, products, partners, and suppliers—stored
in different formats in disparate systems across the enterprise can impede strategic business
imperatives, such as acquiring and retaining customers, making operational efficiency as a
competitive differentiator, accelerating speed-to-value from acquisitions, and supporting informed
decision-making across the enterprise. These companies were early adopters of multidomain
master data management, (MDM) who have realized significant business benefits from the first
phases of their initiatives.
Consequently, these multidomain MDM pioneers have further expanded the usage of their
technology to solve other pressing business problems, and in doing so have proven the
effectiveness of MDM throughout the enterprise. Now that MDM has caught the attention of the
mainstream, companies that are evaluating MDM are looking for strategies to be successful, not
only with their initial deployment, but also with their efforts to expand the use of multidomain
MDM across the enterprise.
In response to growing demand, many industry analysts have published a flurry of maturity models
advising mainstream MDM users how to get started on their MDM journeys, with the goals of
reducing project risk and decreasing the data governance burden. Typically these technology-
focused models include the following recommendations:
• Start small with a single data type such as customer and then adding other domains like
product.
• First implement MDM using a small footprint such as registry style and then migrating the
architecture to other styles such as hybrid, collaborative or transactional.
• Deploy MDM solely with a data warehouse initially to improve reporting. Integrate it with
operational systems later to improve erformance.
Inherently these technology-focused approaches advocate starting with a simple deployment of
a single MDM implementation and developing the implementation along a technology maturity
curve. Companies may readily adopt these approaches as perfectly reasonable implementation
methodologies in an effort to take a more risk-averse approach to their MDM implementation.
By following the advice above, companies simply cannot to solve the most pressing and difficult
business problems. This approach limits the scope and potential return on investment (ROI) from
MDM, thereby decreasing the probability that MDM will be expanded throughout the enterprise.
This white paper points out the limitations of a technology-focused approach to MDM. It explains
how a business-focused approach to MDM will set you up for a win by increasing the business
value of your initiative, then enable you to expand your MDM system successfully across the
enterprise. This white paper concludes with specific examples of companies in the pharmaceutical,
banking and insurance industries, who have leveraged MDM to solve a pressing business problem
in a particular department or division, delivered immediate results, and then leveraged their
investment to address additional business problems in other departments, divisions and regions.
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5. Executive Brief
Beware of Technology-Focused MDM Strategies
For the full MDM journey to be successful, the initial MDM deployment must be successful. The
following business cases illustrate the results of restricting the initial phase of your MDM initiative
to a single master data type, registry style and to analytical usage:
• The result of restricting your deployment to a single domain: A manufacturing company has a
strategic imperative to optimize its supply chain processes, both on the buy-side and sell-side.
Their goal is to more effectively manage the procurement of direct and indirect materials from
vendors and the distribution of its products to its customers. Based on this information, the
MDM technology that will be leveraged to solve this business problem must be able to manage
the following types of master data: vendor, customer, material and product. Starting with only
one of these would severely constrain the usefulness of an MDM solution for supply chain
improvements.
• The result of confining MDM to a registry approach: A financial services company was pursuing
the strategic imperative of improving risk management, more accurately calculating capital
reserve requirements, and complying with Basel II regulations. This requires the ability to
reconcile conflicting counterparty master data and legal hierarchies and store them centrally
for immediate access. In this case, a registry approach would only identify counterparties as
duplicates without consolidating this data into a “single version of the truth” and leveraging
the correct definition for the counterparty. As a result, credit risk managers would be unable
to determine which counterparty definition is current and accurate. In addition, a registry
approach cannot identify the legal hierarchies required to calculate the aggregated risk
exposure. Consequently, the credit risk managers would need to go through a lengthy process
to determine the correct entry and combine information from different systems to arrive at that
single definition and legal hierarchy representation. From that point forward, the information
would act as the single best source of information for all credit risk calculations. A small
footprint using the registry approach would not effectively solve this difficult business problem.
• The result of limiting MDM to analytical usage: A pharmaceutical manufacturing wanted to
use MDM to improve the order-to-cash process, which requires the synchronization of reliable
master data to operational systems, such as order management. Where the master data is only
synchronized to a data warehouse, the efficacy of the order-to-cash business process cannot
be improved since this process is inherently operational in nature. Therefore, limiting your MDM
to analytical applications limits the business value that can be achieved. Measurable hard
dollar benefits require the use of MDM for operations and business process improvements.
A GPS for Your MDM Journey 3
6. Starting Small the Wrong Way Can Limit You from
Successfully Expanding MDM across the Enterprise
While taking a technology-focused approach may enable your organization to get started with
MDM quickly, it may not effectively solve your most pressing business problems or deliver the
significant business value that is achievable. With this approach, the MDM project runs the risk of
being perceived as another IT initiative incapable of addressing business needs, which will make
it increasingly difficult to further evolve or extend the solution across the enterprise. In addition,
a technology-centric start will not fulfill the most important needs around enterprise master data
governance.
It is important to know that some MDM vendor technologies only support a single architecture
style such as registry or can only be deployed for a single usage–either operational or analytical.
These technologies cannot be extended to other architectural styles or address other types of
business problems across the enterprise. Since these technologies can be deployed only for
a single use, a different MDM technology, possibly from a different vendor, is required to solve
the next critical problem. This approach opens a Pandora’s Box–first, it costs more to build two
MDM systems, thereby significantly reducing the ROI; second, the investment, effort and skills
from the first MDM implementation cannot be leveraged for the second one, which significantly
increases the total cost of ownership (TCO); and finally, the two systems are not integrated or able
to share information which ultimately leads to MDM silos. Ironically, instead of starting small and
expanding across the enterprise, you will start small and then have to start again.
A Business-Focused Approach is the Right Way to Start
Small, Succeed and Expand across the Enterprise
Multidomian MDM is about empowering the business with consolidated and reliable business-
critical data, such as customers, products, partners, suppliers, and so on—also known as master
data—across the enterprise, to effectively address business priorities and improve operations.
Consequently, how an MDM solution is implemented depends foremost on which business
problems are being tackled. A business-focused approach to MDM enables you to generate
significant business value as well as a strong ROI in a short timeframe. Based on this success,
you can then leverage your investment and expand your MDM system to address other high-value
business problems across the enterprise.
Set Yourself Up for an MDM Win
How do you get started? A pragmatic place to begin is to answer these three questions:
1. Which pressing business problems need to be addressed quickly? Start by identifying the
business problems that are high value, and among those, which ones should be addressed first.
By choosing a business problem to start with, the master data types that need to be managed
will become evident. For example, two business processes within a company’s supply chain
are driving up costs: different divisions within the company are procuring direct materials from
the same vendor at different contracted rates, and sales people are competing for the same
customer’s business with different prices. The master data integral to improving these business
processes are vendor, contract, customer, materials and product.
2. How will the data be used? Next identify how business users will use the master data within
their business processes in order to determine the most appropriate architectural style and
usage modes to support their needs. As an example, to ensure that employees across the
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7. Executive Brief
enterprise are leveraging the same contracted rates when procuring direct materials from a
supplier, the MDM system needs to reconcile conflicting vendor, contract and direct materials
data and then centrally store it–an architectural style analyst call coexistence or transactional.
The data also needs to be made available to the supply chain and contract management
systems. In order to ensure sales alignment, the MDM system needs to make customer and
product information available to the data warehousing system for accurate and timely analysis
and reporting.
3. What are the business requirements for master data governance? It is important to understand
the business requirements for governing master data to determine the requirements for master
data availability, usability, integrity and security. For instance, the procurement department
will require a high degree of integrity for vendor and contract data, and will need to be able to
make this data available to procurement agents in real time. The contract negotiation team, on
the other hand, may require the same degree of data integrity, yet not in real time. Similarly,
the sales team may have a requirement that only sales managers are able to perform sales
force alignment, while sales representatives only have access to information for their assigned
territory.
What becomes obvious from these examples is that MDM will almost always require a
multidomain deployment (such as customer and product) and an architectural style that is not
restricted to registry. In most instances, synchronization with both operational and analytical
systems may also be essential to effectively address the specific business needs of your
organization.
By taking a business-focused approach to MDM, you can provide a complete solution to the
most challenging of business problems–using only the required master data, implemented with
the correct solution architecture, deployed for the correct business use and with the correct data
governance structure. When a pressing business problem is successfully solved by an MDM
solution, adoption of the solution dramatically increases among business users because it helps
them achieve strategic business imperatives, such as increasing revenue with improved cross-sell
and up-sell, improved risk management and compliance by better managing counterparties across
the enterprise, streamlining operations, etc. Starting with a defined business problem allows you
to start small and demonstrate success to build a case for expanding the MDM system to other
departments, divisions and regions. Once business users experience the benefits of an MDM
solution they will more readily support its use in other areas–paving the way for an enterprise-wide
multidomain MDM system, which acts as a foundation for providing consolidated and reliable
business-critical data to all systems.
Successfully Expand MDM across the Enterprise
Incomplete, inconsistent and duplicate data rarely are confined to a single business problem.
Having solved the most critical of business problems with a MDM solution, the focus can now turn
to solving the next critical business problem. For instance, a financial services company that used
multidomain MDM initially to improve risk management within the company might now focus on
solving issues in trade processing. Likewise, a pharmaceutical company that used multidomain
MDM to solve physician spend reporting compliance might now focus on solving issues in sales
territory alignment.
A GPS for Your MDM Journey 5
8. The Key to Successful Expansion: A Flexible MDM Technology
Companies that are now exploring MDM strategies can benefit from the success or failure and
learned experiences of early adopters. As part of a complete due diligence, it is recommended
that you speak with some of the MDM pioneers and ask the following questions:
Questions to determine a successful start:
• What was the business problem for which they initially procured an MDM technology?
• Did the technology provide the flexibility to support the architecture required to solve the
business problem? Why or why not?
• Is the MDM technology currently in production and actively used for the purpose for which it
was deployed? If not, why?
• What was the duration of the implementation and ROI was realized from the initial deployment?
• Did the company initially select an MDM technology that was not able to solve the defined
business problem, and did the company subsequently choose another MDM technology? If yes,
what were the shortcomings of the failed technology?
Questions to determine a successful expansion:
• How has the company evolved their initial MDM solution to solve other business problems
within their organization? (Not from a technology maturity standpoint but from a business-
focused approach?)
• Was the company able to reuse the same MDM technology, learning and integration process
for subsequent business problems to help accelerate the implementation of subsequent
solutions? If not, what constraints led the company to choose a different MDM technology? And
how does the company integrate these disparate technologies? (if they don’t, it might lead to
MDM silos)
• What were the duration of the implementation and the ROI of the subsequent deployments?
• If the company is planning subsequent deployments, but hasn’t yet begun, do they feel
confident that their current technology will support the architecture required to solve other
business problems?
What you will learn from these answers is that no two MDM journeys are the same. Companies
within the same industry might approach MDM strategy quite differently–some may use a single,
enterprise-wide MDM system to solve all of their business problems while others may use local
MDM systems for each of their divisions and roll them up to a global enterprise-level MDM system.
An approach that might work for one company might not necessarily work for another company.
Whatever the approach may be, or even if you do not plan to evolve the solution beyond the
initial deployment for now, the best insurance is to have a proven and flexible multidomain MDM
technology capable of supporting both the current and future requirements of your company.
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9. Executive Brief
Comparison of Approaches
Technology-Focused Business-Focused
MDM Journey MDM Journey
Start Small and Achieve Significant Business Value
Key Purpose Reduce project risk Solve the most critical business
problem
Approach Entities Start small with a single data MDM deployments are multi-
taken for … type such as customer entity (business problems are
not confined to a single entity)
Styles First implement MDM using Architectural style is not
a small footprint such as restricted to registry alone
registry style
Usage Initially deploy MDM solely Synchronization with both
with a data warehouse operational and analytical
systems may also be essential
Data Relieve data governance Correct data governance
governance burden structure
Implication May limit the scope Provides tangible business
and potential return on value and significant ROI in a
investment (ROI) short-term timeframe
Successfully Expand MDM across the Enterprise
Key Purpose Grow big by growing the Solve the next and subsequent
complexity of a single MDM critical business problems
implementation along a
technology-maturity curve
Approach Entities Add other entities such as Use only the required master
taken for … product data
Styles Migrate the architecture from Implemented with the correct
registry to other styles such solution architecture
as hybrid, collaborative or
transactional
Usage Integrate with operational Deploy for the correct business
systems use
Data Relieve data governance Correct data governance
governance burden structure
Implication Leads to MDM silos. Instead Adoption of the solution
of starting small and growing dramatically increases among
big, you will start small and business users because it
start again eliminates inefficiencies and
improves productivity resulting
in measurable cost savings and
higher ROI
Figure 1: Comparison of Approaches
A GPS for Your MDM Journey 7
10. Examples of Successful Multidomain MDM Journeys
Below are some examples of successful multidomain MDM journeys in the pharmaceutical,
banking and insurance industries. What follows is an explanation of some typical business
problems faced by companies in these industries and how they have deployed MDM to solve
these problems. What becomes obvious from these examples is that greater value accrues to
each of these companies when they are able to use the same MDM technology to not only solve
the initial business problem; but also, to address subsequent business problems. This is because
they are able to leverage the investment and learning from prior implementations by reusing the
technology.
Pharmaceutical MDM Journey
Pharmaceutical companies have been early adopters of multidomain MDM technology. These
leaders typically began using multidomain MDM on a single platform within a single department
such as sales, marketing, compliance, human resources or supply chain and within a defined
geographic region to solve a specific business problem. Having experienced significant business
value and success with an initial deployment, many of these companies chose to expand their
MDM system to address additional business problems within other departments and geographies.
These early adopters teach an important lesson for those looking to adopt multidomain MDM on
a single platform—start small by addressing a pressing business problem, then expand the use of
your MDM system to address business problems in other areas. Here are some of the business
areas where pharmaceutical companies have typically deployed multidomain MDM:
1 . Physician Targeting
Insight into prescriber behavior demographics and prescribing behavior is at the center of
effective sales strategies, but is highly complex as a result of the inaccuracy of data residing in
most Customer Relationship Management (CRM) systems and the variety of data formats from
third party aggregators. Third-party data in particular can be difficult to integrate into internal
systems and is often delivered with a two month time lag. Yet, pharmaceutical companies need
to overcome these data challenges in order to perform effective sales territory alignment, market
segmentation and marketing analytics. To overcome this problem they use multidomain MDM
to create a single view of prescribers, integrated delivery networks, hospitals, group purchasing
organizations, accounts and affiliations across their CRM, Enterprise Resource Planning (ERP)
systems and third party data. With MDM in place, pharmaceutical companies have been able
to more accurately target key physicians over others, accelerate commission processing and
produce insightful sales management reports to enable them to quickly react to changing market
conditions.
2 . Compliance with Physician Spend Reporting Regulations
Many pharmaceutical companies have found it difficult to meet the requirements of new state-
level physician spend reporting regulations in a timely fashion, which resulted in these companies
being charged with expensive fines. To comply, they need to track and report their expenditures
on each physician by expense type. In some cases they need to demonstrate that they have not
exceeded a specific amount of expenditure on each physician, based on each state’s spending
cap laws.
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11. Executive Brief
Pharmaceutical companies struggle to comply with these regulations because physician and
payment data are stored in different formats and multiple systems across the enterprise.
Payment data may reside in several payment systems such as reimbursement, grants or accounts
payable. And these systems may reside within different organizational boundaries across sales
and research and development, while the physician data found in each are often unreliable and
inaccurate. To solve this challenge, pharmaceutical companies have deployed multidomain MDM
on a single platform to create a single view of physicians, hospitals and affiliations so that the
many different forms of physician payment can be accurately related and tallied within their
business intelligence (BI) environment. Where stand-alone BI environments are able to count
expenses effectively at the summary level, duplicates and inconsistencies in the data makes it
difficult to calculate the expenses for each physician. Multidomain MDM systems handle this
problem easily by providing consistent, complete and accurate physician, hospital and affiliation
data to the BI environment.
3 . Managing Opt-Out Compliance and Tracking Key Opinion Leaders
Pharmaceutical companies and medical device companies that sell directly to consumers need
to effectively manage compliance with patient marketing opt-out, direct marketing practices,
recall processes and customer service. Consumers access different channels—web, phone and
fax for example—to take advantage of warranty benefits, product updates, recall information and
marketing promotions. Each of these communication channels allows the consumer to choose
whether or not to opt-in to marketing promotion campaigns. Managing people’s continuously
changing preferences across these channels has proved difficult resulting in regulatory exposure
and expensive fines, costly and reputation-damaging marketing mailings , costly and ineffective
recall processes, and longer than necessary customer service call times. To solve this problem,
pharmaceutical companies have implemented multidomain MDM systems to create a single view
of consumers, patients, the relationships among them and products purchased or used across
various CRM applications.
Another related problem for pharmaceutical companies is their inability to market drugs to target
physicians due to a lack of knowledge of influencers, called key opinion leaders, to promote the
drugs. To solve this problem they use multidomain MDM on a single platform to create a single
view of physicians, hospitals, specialty and affiliations across internal systems and third party
data. The resulting reliable master data is then fed to BI systems to improve reporting.
4 . Drug Discovery and Site Selection
Drug discovery and clinical trials are the lifeblood of pharmaceutical companies, and each
phase of these critical business processes presents significant challenges. In drug research,
pharmaceutical companies lack an enterprise view of compound research across current and
previous trials resulting in redundant research across therapy areas. Pharmaceutical companies
are using multidomain MDM on a single platform to create a single view of compounds to quickly
identify research that should be discontinued based on real-time results, to gain better insight into
the researcher network, and to build a stronger drug pipeline. As the trend for licensing outside
research continues, pharmaceutical companies are using MDM to scout compounds that may
already be in development at outside research institutions such as medical universities.
During clinical trials, a non-performing site could delay the submission of the drug for FDA
approval resulting in significant revenue losses. Pharmaceutical companies use multidomain
MDM to create a single view of sites and investigators across clinical trial management systems
for optimum selection for a given trial, to better track site enrollment and performance, to invoke
earlier shutdown of non-performing sites, and to improve the efficient handling of FDA audits and
inspections of trial sites.
A GPS for Your MDM Journey 9
12. Banking MDM Journey
Banks are also leading users of multidomain MDM technology as they commonly invest in
technology for competitive advantage and need to manage very large IT infrastructures typically
comprising hundreds of systems. As a result, banks dedicate a large portion of their operating
budget to IT compared with other industries. Whether for managing retail banking, wealth
management or corporate and investment banking divisions, the banks deal with duplicate and
inconsistent data related to clients, counterparties, securities, brokers and accounts. They use
multidomain MDM for Basel II compliance, credit risk management and trade processing. After
solving an initial business problem with an MDM system, banks are choosing to extend the same
MDM technology to solve business problems across other divisions. Similar to pharmaceutical
companies, these banks teach an important lesson to other financial service providers on how to
start small, gain significant business value and expand to address other business problems. Below
are some typical business solution areas where banks are deploying multidomain MDM on an
single platform:
1 . Credit Risk Management
Basel II regulations have required banks to align their risk management practices with a new
global standard. This standard requires participating institutions to have a very high degree
of accuracy identifying and assessing credit risk. These new rules require calculating the risk
associated with an entire corporate hierarchy across all subsidiaries and positions. However,
banks typically have not stored exposure and transaction information in this way, instead using
“doing business as” or colloquial naming convention (e.g. GE instead of General Electric Co.)
for corporate entities. As a result, they have difficulty compiling accurate legal hierarchy data,
reference and profile data, and cross referencing that with account and transaction data. A
multidomain MDM system enables financial institutions to cross reference exposures to each legal
entity and summarize the exposure, rolling up to the global parent. With all counterparty reference
data cross-indexed to internal accounts, exposures and transactions, risk managers are able to
analyze and measure risk exposure across many dimensions including counterparty, domicile,
asset class, product type and any other arbitrary rating units.
2 . Trade Processing
Large financial services institutions have dozens or sometimes hundreds of trading platforms. With
competitive pressures to rapidly launch new products into new markets, most trading platforms
maintain their own security and counterparty reference data which is critical to trade automation.
This presents several data management challenges: it is difficult to keep the data up to date,
support for multiple external data providers is needed, more data is bought than is needed, and,
it is difficult to integrate business process efforts that are outsourced. Further, when trades are
executed, they are cleared through an independent firm, which is not linked to the original trading
systems and does not share the same database of securities and counterparties. Even for trades
that are self-cleared within the firm, there are differences among the internal databases. Invariably
these differences cause trade reprocessing, exponentially raising the cost of the trade from
pennies to dollars per trade. And reprocessing takes additional time to clear the trade–with the
bank bearing the cost of interest and associated liquidity issues. To address this problem, banks
use multidomain MDM on a single platform to keep hundreds of downstream trading systems
synchronized with the most accurate security and legal entity information. This helps ensure that
the trades flow through automatically without requiring manual intervention.
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13. Executive Brief
Insurance MDM Journey ABOUT InFORMATICA MDM
Insurance companies earn revenues two ways: through premiums paid for insuring individuals’ Informatica MDM empowers business users
lives, health, homes, personal articles, automobiles, and so on, and from the interest earned by
to improve their operations with reliable
investing those monies. One way to maximize revenues from premiums is to ensure that all people
views of critical master data, such as
within a household are insured for all of their assets— also referred to as “customer share of
customer, product, supplier, and employee,
wallet”. To increase their share of premiums, insurance companies perform household penetration
analysis to understand the relationships among all family members and a host of other factors distributed across data sources. The solution
for each family member such as their age and assets owned. A larger challenge for insurance provides comprehensive, unified, open, and
companies is related to that fact that many use independent agents to sell policies, masking the economical Master Data Management (MDM)
relationship with the actual customers. on a single platform. It enables customers to
start small and expand as their needs grow
Many insurance providers are attempting to create a direct relationship with policy holders, but
given that the policy data is dispersed across multiple systems and that much of the data is with comprehensive support for all MDM
masked by agents, it is very difficult to create a total household view. The ability to track life- requirements—data integration, profiling,
changing events within a household can also be a significant source of revenue. For example, an quality, and master data management—on the
insurer can offer an auto policy to a household where a child has turned 16 years of age, or offer same platform. Informatica MDM solves any
an increase in life insurance limits to parents that recently had a new child. Accessing and relating business problem with an unified architecture
household events can be daunting in the case where the insurance company uses different for managing multiple data domains using
systems to underwrite the policies and service different claims. Another challenge for insurance multiple architectural styles. It leverages
companies is customer attrition. Typically, if one family member changes his or her insurer, it is existing investments and skills with open
likely that other family members will follow suit. Insurance companies use multidomain MDM to support for all heterogeneous applications and
address these business problems to integrate disparate data related to individuals, households, data sources. Informatica MDM delivers faster
policies, claims and the relationships that exist among them. This empowers them with an
time-to-value, lower TCO, and superior ROI
extended customer view, so they understand all the policies a customer has across the institution
because it can be rapidly implemented and
as well as which other policies they may need based on relationships within the household,
outside of the household and with organizations. is easily configured to quickly accommodate
ever changing business needs.
Conclusion ABOUT InFORMATICA
As you begin your multidomain MDM journey, find out as much as you can from the companies Informatica Corporation (NASDAQ: INFA) is
who have taken the journey before you. The MDM pioneers in the pharmaceutical, banking and the world’s number one independent provider
insurance industries have moved beyond their first project successfully. They have expanded of data integration software. Organizations
the usage of MDM to solve other pressing business problems, and in doing so have proven around the world gain a competitive
the effectiveness of MDM throughout the enterprise. They will likely be open to sharing their
advantage in today’s global information
experiences with you, providing more detailed accounts of critical success factors and pitfalls
economy with timely, relevant and trustworthy
to avoid. Our advice: Increase your chances of success. Use a business-focused approach
data for their top business imperatives. More
when embarking on your multidomain MDM journey. Help the business improve operations and
performance. This proven approach delivers faster-time-to-value, generates a superior return on than 4,000 enterprises worldwide rely on
investment (ROI), and decreases total cost of ownership (TCO). Informatica to access, integrate and trust
their information assets held in the traditional
enterprise, off premise and in the Cloud.
LEARn MORE
Learn more about Informatica MDM and the
entire Informatica Platform. Visit us at www.
informatica.com or call +1 650-385-5000
(1-800-653-3871 in the U.S.).
A GPS for Your MDM Journey 11
