Analyst field reports on top 20 MDM and Data Governance implementation partners - Aaron Zornes (NYC 2021)

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

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

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

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

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.

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 …

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)

“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

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

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)

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

How to Keep Staff from Being Shanghai’ed
 Financial handcuffs
 Personal/corporate recognition
 Career tracks
 Contractual non-compete/”hands-off my people”

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
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

“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

“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

“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+)

“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

“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

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 …

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)

 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

 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

 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

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

Field Report – Cognizant (summary 2 of 8 pp)

Field Report – HighPoint Solutions (summary 2 of 5 pp)

Field Report – Knowledgent (summary 2 of 5 pp)

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”

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

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

Authoritative
Relevant
Independent
Aaron Zornes
Founder & Chief Research Officer
The MDM Institute
the-MDM-Institute.com
aaron.zornes@the-MDM-Institute.com
www.linkedin.com/in/aaronzornes
http://twitter.com/azornes

Analyst field reports on top 20 MDM and Data Governance implementation partners - Aaron Zornes (NYC 2021)

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