Data Management Presentation at Enterprise Data World Conference 2010

Tales from a Master Data
Management Road Trip

March 17, 2010

1:30 – 2:30 pm
Art Garanich Jaime Fitzgerald
Architects of Fact-Based Decisions™
2010-3-17 Enterprise Data World Presentation 1

Table of Contents
1 Introducti
on
2 Overview : Why Did We Embark on This

Journey?
3 Key Landmarks on the

Journey
Jo an
4 A Crucial Turning Point : Moving to

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on
6 Results : What Makes it All

Worthwhile
M

Table of Contents
1 Introducti
on

Journey?

Journey
Jo an

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on

Worthwhile
M

Introduction :
What Are We Going to Cover Today?

Today, we would like to:
§ Introduce ourselves
§ Share our experiences on the “Journey of MDM

Transformation”
§ Share the lessons we’ve learned – what worked well, what

didn’t
§ Answer questions you may have
§ Encourage others to start their own transformation!

Who Are We?
§Private label credit card §Boutique strategy consulting

issuer firm focused on fact-based
bout My Company §Subsidiary of Bridgestone decisions
Firestone §Takes a holistic approach to
turning
“data into dollars ”
§25 Years in Technology §13 years in Management
§Focus on legacy modernization Consulting
About Me §Focus on the strategic value of
§Enjoys metaphors and parenting
data, and helping companies
profit from it
§Enjoys cycling and parenting

Table of Contents
1 Introducti
on

Journey?

Journey
Jo an

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on

Worthwhile
M

Before our Journey , the Data Environment at CFNA was
“ Messy ”
CFNA’s data environment was not actively managed…causing pain and tension in

many places

Our Legacy Data Environment
Prior to our MDM Transformation, we faced:

§ Multiple platforms
§ Numerous locations of data
§ Limited documentation of:
– Data locations
– Data elements
– Relationships between elements
– Business rules
– Business purposes & users of data
– Data flow
– Existing documentation not always utilized
§ No holistic view of our customers
§ Extremely time-consuming to pull new
information
§ Significant tension between business
users, analysts, and IT staff
 T h is p re se n ta tio n is a b o u t o u r jo u rn e y to “ a b e tte r p la ce ”

E x a m p le s o f th e T e n sio n “ B a ck T h e n ”
r data, systems, and product features are holding us back!”
Sales and Marketing
Analytics Team Operations Functions
s of“When
dollars
I talk
in to
newcustomers
value… but
I scroll
it tookthrough
forever12toscreens
obtainto
andfind
clean
thethe
infodata
I !”
need…then I do

Examples of the Tension “ Back Then ”
§So they kept demanding more new reports

Users didn ’ t trust
existing reports . . .
§They created “homegrown” reports with “surprising resu
Executives An unhealthy relationship

de - prioritized developed between users
fact - based decisions and IT …
have data to measure

“I THINKcustomer
we should
“value
Whytry.”“new
bother pricing
Before ….”
I can
asking tell
for you whatthey
something I want
can’tfrom
do?”it, I need to

An Ongoing Journey Towards Improvement
Our adventure got underway via three main phases…
Phase of 1 2 3
Journey Suffering Led … and to a
to Interest … Which Led to Desire for A Cure Never
…- Ending Journey
“What is MDM?” “How do we get there?” Towards Better MDM …
“Should I care?” “Feeling better every day”
State of
Informati MDM Knowledge: Low There Is a Cure! MDM Function Setup
on
Landscape Data Situation: Messy Get Me to It! MDM Governance in Place

:
Many Pain Points… Where To? “Show me the Results!”
Results Brittle Systems “Targeted” Application to Gain:

of List of Pain Points Growing
“We can’t change that!”
Current §More confident decisions
State : §More effective system modernization
Complexity Increasing Let’s Stop the Bleeding …
“Here’s a workaround.” §Reduced operational risk
§More transparency
Data Quality: Low …And Start with the Basics

Table of Contents
1 Introducti
on

Journey?

Journey
Jo an

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on

Worthwhile
M

Key Landmarks
Since beginning this journey, we passed four key landmarks…
Key Landmark : What it was like :
me problems were SO painful and SO immediate, we needed to apply MDM principles “surgically” even before we had a fully f
r example1: building our customer profitability database, we encountered and solved data quality issues and created a “safe
Stopping the Bleeding
2 §A few early wins on analysis increased the appetite for even better information
§The organization recognized the role of MDM in improving information AND agility
§The IT department shifted towards more strategic imperatives
Getting Buy - in & Alignment
3 §We built a new MDM function to define and institutionalize key best practices
§Established our policies, standards, governance, and stewardship roles
Building the MDM§WeFunction
reached a fork in the road: lots of new knowledge built, where should we begin apply
4 §The list of pain points is long: we realized that we can’t “boil the ocean”
Turning the Corner §We developed a “targeted approach” to applying MDM capabilities
to
§Our first successful case: a new Data Warehouse for the growing analytics team
“ Targeted Application ”

About “ Stopping the Bleeding ”
We had tried many times to fix data-related problems, without addressing the

root issues well…
You can TRY and FAIL to If the skills , experience , and

stop the bleeding . . . best practices are missing . . .
New SQL instance with

consolidated data This preserved existing problems with data and created
Created self-serve Led to more misuse of data

data access via Intranet (right data, wrong use)
“Home-grown data stores” Data security issues arose

Our First Landmark : “ MDM Critical Care ” to “ Stop the
Bleeding ”
We needed to stop the bleeding before we could resolve the systemic patterns

causing them…
Symptom Symptoms
s (Immediat Diagnosis
(Systemi e)
c)
Systemic Issue : Immediate Issue :
“ The Downward Spiral ” “ Toxic Data ”
1. A Systemic Problem w / Data Systems . Frequent symptoms point to a larger
. Request for Change to Systems / Data

High Stakes Analysis Underway . . .
Prescriptions
2. Workaround Solution Data Quality Low

Change the Way you Manage Data . Manage data as distinct from systems or processes,
3. Increased Complexity Strategic Growth At Risk

1. Short
2. -term
Once: bleeding
stop the stops
bleeding
: deal with the more fund

Our Second Landmark : Gaining Buy - In
We took the time to “connect the dots” in ways that built buy-in for an MDM

function…
Drivers of Buy - In How Buy - In Was “ Formalized ”
Strategy for Growth
Required more analytics

Required better systems, new products, etc.
§Creation of MDM function
§Establishment of governance
Value of Analytics Increases
§Skills and knowledge built and acquired

§High profile “wins”
§Desire for more
Dissatisfaction with Status Quo

Our Third Landmark : Building the MDM Function
Establishing the function included creation of 1) the MDM Team itself and 2) the
data stewards…
§Responsible for optimizing the benefits of data at the

enterprise level
§Reviews and advises on MDM consequences of IT/Business
MDM Team changes
(Enterprise Level) §Builds & Maintains MDM function, including:
1)Guiding principles
2)Essential capabilities
3)Documentation
1 . Sales & Marketing

2 . Operations 3 . Finance 4 . Analytics
5 . Information Technology
Data Stewards (Department Level)
§Responsible for optimizing the benefits of data at the departmental level

§Responsible for ensuring standard use of data according to MDM principles and standards
§Ensures clear business requirements with regard to data elements, usage, business rules, and
communication with IT

Our Fourth Landmark : Turning the Corner to “ Targeted
Application ”
To get value from our investment, it was essential to move from theory to

execution…
Selection of Opportunities
Pain-Point Identification Initiative-Level Prioritization

Prioritization of Pain Points Resource Allocation
Application of MDM Principles
Implementation standards and Integration with SDLC (System


frameworks Development Lifecycle) and Project

Tools Management Standards

Table of Contents
1 Introducti
on

Journey?

Journey
Jo an

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on

Worthwhile
M

Execution

At first, we were overwhelmed with choices . . .

Where to start? What
destination first?
Our Legacy Data Environment
Prior to our MDM Transformation, we faced:
§ Multiple platforms
§ Numerouslocations of data
§ Limited documentation of:
– Data locations
– Data elements
– Relationships between elements
– Business rules
– Business purposes & users
– Data flow
– Existing documentation not always utilized
§ No holistic view of our customers
§ Extremely time-consuming to pull new information
§ Significant tension between business users,
analysts, and IT staff

Our Solution : “ Work Backwards from the Goal ” of ROI on
MDM Programs
Ultimate Goal = Return on Investments in MDM Programs
How Do We “Bridge this

Gap”?
Precondition : Application of MDM Principles in High ROI Ways . . .
Applied Case 1 Case 2 Case 3 Case 4

“ Unpacking the Steps ” on the Pathway to ROI . . .
Ultimate Goal = Return on Investment

Precondition
s:
1. Organizational Commitment
Commitment  Understand Problems it Solves, and Therefore the Value Proposition
 Understand Concepts, Principles, Application, and High-Level Techniques to Measure Value
2. Develop Governance Capability : “ How do we manage this? ”

Governance
 Principles  Governance Framework
 Best Practices  Data Stewardship Roles and Processes
3. Capability to Select & Execute on the Best Opportunities

Selection
 Pain-Point Identification  Initiative-Level Prioritization
 Prioritization of Pain Points  Resource Allocation
4. Apply MDM Principles & Best Practices to High - Impact Use - Cases
Execution
Implementation Standards and Frameworks Integration with SDLC (Solution Development

Tools Lifecycle) and Project Management Standards

Challenges at Each Stage
Stage (Precondition) Challenges Solutions and Learnings
1. Organizational Without broad buy-in, implementation will beUse specific examples to help people

Commitment “messy” understand the problems MDM solves

The linkbetween MDM and business results Solve a problem right away, even if this
is not obvious to everyone. Some people happens before a full-fledged program

NEED specifics to believe in it… exists
2. Develop Governance There is a lot to learn
 Align governance with OTHER key
Capability: “How do We Governance requires ongoing commitment areas where standards already exist
Manage This?” Governance alone doesn’t unlock results Link with Knowledge Management
Maximize cross-functional breadth
3. Capability to Select Users often report pain points without

Look for projects with the biggest

& Execute on the Best broader context business benefit AND most likely to
Opportunity The business case for solving individual pain
benefit from MDM
points can be ambiguous “Bundle” pain points into the projects
that would solve them

4. Apply MDM Some organizations try to jump right to this A good “toolkit” is essential
Principles & Best Practices point! (the myth of turnkey application) Facing specifics improves the
to High-Impact Use-Cases Even WITH preparation, this is a tough frameworks and standards also
transition to make Getting results maintains momentum

Our Decision :
To Focus our Limited MDM Resources on Building a Better Data
Warehouse …
The Data Warehouse will provide consolidated data which enables better strategic
decisions
Benefits of the Data Warehouse
Category Current State Future - State Benefits with Data
Warehouse
High Stakes Decisions often made with
 Better data (more accurate , relevant and
Decisions imperfect data holistic) will enable better decisions
Efficiency of Analysis is time consuming Increased speed of analysis
Analysis Invol vement from IT More frequent updates available
necessary to source data Fewer resources needed per analysis
 Analysts will not be accessing operational
data, reducing operational burden
Integration of Incon sistent data limits Combined data will provide holistic view
Sources ability to use multiple data of customer and business
sources
Security Ad - hoc use of data exports is Data Warehouse data will mask sensitive
not optimal customer data
Analysts access operational Standard source will limit ad - hoc usage
data, causing some risk to Analysts will not be accessing operational
systems data
Data Clarity Data sources are not Greater clarity about data thanks to:

documented  Well documented sources

Incon sistent fields across  Data management standards
data sources  Data dictionaries

Table of Contents
1 Introducti
on

Journey?

Journey
Jo an

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on

Worthwhile
M

Lesson Learned : Value of Buy - in

Buy-in from the Executive team was essential to moving forward

Lesson Learned : An Iterative Approach Maintains
Momentum
By taking an iterative approach that mixes building and applying capabilities,

we’ve found it easier to maintain momentum and buy-in…
Building Capabilities
Applying Capabilities
Measureable Benefits Unlocked
§Target next
↑ opportunity
$ §Get value
§Measure value
More Capabilities
§Target high ROI

↑ application
$ §Get value
§Measure value
§Communicate and promote
Capabilities
Time and Money Invested

Lesson Learned : Importance of Capability Building
We had to put in place the basic infrastructure and skills before we could move

forward
Governance Policy , Standards , and Procedures
MDM Team Data Stewards
Develop Basic Knowledge Develop Basic Skills

Table of Contents
1 Introducti
on

Journey?

Journey
Jo an

Tr
Execution
ur sf
ne or
5 Lessons
y ma
Learned
of ti
MD on

Worthwhile
M

A Better Pattern : Then vs . Now
Old Pattern Via a New Pattern

Long
“ The D ownward Sp iral ” Journey
1. Request for Change to Systems / Data

Business Results
Pain
Points
2. Workaround Solution MDM Function ROI
Business Goals
Learnings
3. Increased Complexity

Results : Enterprise - Level Progress !
Our strategy is working, analytics has become a strength, IT is more nimble, and

profits are up!

Area of Progress :
§Growth strategy has gained traction, with new capabilities driving growth in card sales volume, fee rev
Strategy
§Confidence in organizational capacity for continued growth is up
g with construction of customer profitability analytics, the team has unlocked tens of millions of doll
cs team has Analytics
grown from one person to six (and from a team to an official function!)
§We have begun phased legacy modernization that will enable more strategic growth
Legacy Modernization
§Our MDM capabilities will be essential to this modernization initiative
§Despite the economic crisis, we achieved record sales and profits this year
§WhileProfit
regulatoryGrowth
uncertainty has increased this year, our analytic capabilities are helping us to r

Continue the Journey with Us !
Our journey continues…we hope to stay in touch with you, our “fellow

travelers,” to learn from each other and improve results!
garanichart@cfna . com jfitzgerald@fitzgerald -

analytics . com
216 - 362 - 3418 917 - 846 - 3759

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Tales from a Master Data

Management Road Trip

Art Garanich Jaime Fitzgerald

Architects of Fact-Based Decisions™

2010-3-17 Enterprise Data World Presentation 1

2 Overview : Why Did We Embark on This

3 Key Landmarks on the

4 A Crucial Turning Point : Moving to

6 Results : What Makes it All

2010-3-17 Enterprise Data World Presentation 2

2 Overview : Why Did We Embark on This

3 Key Landmarks on the

4 A Crucial Turning Point : Moving to

6 Results : What Makes it All

2010-3-17 Enterprise Data World Presentation 3

§ Share our experiences on the “Journey of MDM

§ Share the lessons we’ve learned – what worked well, what

§ Answer questions you may have

§ Encourage others to start their own transformation!

2010-3-17 Enterprise Data World Presentation 4

Art Garanich Jaime Fitzgerald

Architects of Fact-Based Decisions™

§Private label credit card §Boutique strategy consulting

2010-3-17 Enterprise Data World Presentation 5

2 Overview : Why Did We Embark on This

3 Key Landmarks on the

4 A Crucial Turning Point : Moving to

6 Results : What Makes it All

2010-3-17 Enterprise Data World Presentation 6

2010-3-17 Enterprise Data World Presentation 7

r data, systems, and product features are holding us back!”

Sales and Marketing

Analytics Team Operations Functions

2010-3-17 Enterprise Data World Presentation 8

§So they kept demanding more new reports

Executives An unhealthy relationship

have data to measure

2010-3-17 Enterprise Data World Presentation 9

Landscape Data Situation: Messy Get Me to It! MDM Governance in Place

Many Pain Points… Where To? “Show me the Results!”

Results Brittle Systems “Targeted” Application to Gain:

2010-3-17 Enterprise Data World Presentation 10

2 Overview : Why Did We Embark on This

3 Key Landmarks on the

4 A Crucial Turning Point : Moving to

6 Results : What Makes it All

2010-3-17 Enterprise Data World Presentation 11

Key Landmark : What it was like :

Stopping the Bleeding

2010-3-17 Enterprise Data World Presentation 12

root issues well…

You can TRY and FAIL to If the skills , experience , and

New SQL instance with

Created self-serve Led to more misuse of data

“Home-grown data stores” Data security issues arose

2010-3-17 Enterprise Data World Presentation 13

. Request for Change to Systems / Data

2. Workaround Solution Data Quality Low

3. Increased Complexity Strategic Growth At Risk

2010-3-17 Enterprise Data World Presentation 14

Strategy for Growth

Required more analytics

§Creation of MDM function

§Skills and knowledge built and acquired