The 8 Worst Practices in Master Data

Management and How to Avoid Them

By Dan Power, Founder & President, Hub Designs
and Julie Hunt, Editor, Hub Designs Magazine
A Whitepaper
WebFOCUS iWay Software
1 Executive Summary
2 #1 Executive Sponsor Missing in Action
3 #2 Skipping the Business Case
4 #3 Setting Up MDM as a Big Bang Initiative
5 #4 Failing to Plan for Organizational and Cultural Change
6 #5 Taking a One-Dimensional Approach
7 #6 Underrating the Importance of a Data Governance Group
8 #7 No Metrics for Measuring Success
9 #8 Relying on the Wrong Technologies
10 Saving Your MDM Initiative from the 8 Worst Practices
11 Moving from Worst to Best
Contents

Information Builders
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Executive Summary
Todays business world changes at a breath-taking pace even agile enterprises must work hard
to keep up. And just as rapidly, companies are uncovering new competitive advantages through
the increased use of big data and advanced analytics, often in real time.
Keeping pace with on-demand decision making requires trustworthy data that must be accurate
and timely. Enterprises can now use high quality data more effectively to optimize operations
and business process execution, reduce costs, grow revenue, and increase competitiveness. By
implementing solutions that transform data into true corporate assets, companies can now raise
business performance and decision making to a new level of speed, power and incisiveness.
The strategic and tactical needs of the enterprise have put increased focus on the value
and benefits of master data management (MDM). MDM consists of practices, processes and
technologies for ensuring the accuracy, completeness, timeliness and consistency of multiple
domains of enterprise data across systems, functional areas and organizations. Master data
embodies the mission critical, high value information shared and consumed by enterprise-wide
business processes.
MDM is a key foundation for trusted data and more efficient
business processes. It touches almost every important
activity in a company. Using this data strategically can
differentiate companies from their competitors. Overall, how
well an enterprise manages master data is a reflection of
how well it operates and achieves its objectives, and how
quickly it can respond to change.
Master data management is not just about data and processes. It depends on an alignment and
partnership between business and IT, because both groups are critical to maximizing the value
of MDM. The business has to guide the implementation and use of master data management in
order to ensure alignment with overall corporate goals and objectives. IT has to build and operate
the MDM architecture, and draws on its experience to guide the selection of technologies and
partners.
But the road to a successful MDM
program can be full of detours and dead
ends. Frequently, MDM initiatives take
wrong turns into worst practices.
One of the best ways to get it right
when planning and designing a MDM
and data governance program is to
understand where things can go horribly
wrong.

You gave us what we asked for, but its not
what we want
The Business
The 8 Worst Practices of MDM
1. Executive sponsor missing in action
2. Skipping the business case
3. Setting up MDM as a big bang initiative
4. Failing to plan for organizational and cultural change
5. Taking a one-dimensional approach
6. Underrating the importance of a data governance group
7. No metrics for measuring success
8. Relying on the wrong technologies
The 8 Worst Practices in Master Data Management and
How to Avoid Them

2
The worst possible way to start a master data management initiative is failing to recruit a senior
executive from the business to act as the champion or sponsor.
Your MDM program needs a sponsor who is actively invested and involved in its progress. MDM
changes not only how data is managed but also the business processes and practices that
affect many departments, groups and people across your company. This type of change will be
disruptive and filled with political landmines. Involvement from the top helps ensure your project
will be able to preserve its momentum.
You may be tempted to use a bottom-up or even middle-up approach. It wont work and if
you go this way, your project will likely be derailed.
Lower and mid-level managers dont have the clout or political standing to bring about large scale
organizational change over a sustained period of time.
Another temptation is to think that MDM and data governance are technology problems, best
handled by IT. This couldnt be more wrong. The business must be the navigator that charts the
course. IT is the valued partner that provides and supports the infrastructure for a successful MDM
implementation.
The business, starting with the executive sponsor, needs to direct the activities that determine
what the MDM initiative will accomplish and how it aligns with the overall corporate strategy.
Otherwise, the business will consider master data management someone elses problem and will
expect IT to just make it work. But IT doesnt always have the business knowledge or perspective
to make the right decisions about business processes, organizational culture, and the policies and
business rules required to increase data quality across the master data domains.
If you cant sell your MDM initiative to an executive sponsor, then youre not ready to launch it
and theres more work to do. Part of that work is closely related to the next worst practice:
skipping the business case.

#1 Executive Sponsor Missing in Action

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The best way to never gain buy-in for an MDM initiative is to fail to identify the business need and
value, and the stakeholders and business users that are impacted. Not translating those critical
points into a compelling business case is a huge blow to your program. You wont be prepared to
answer the common question tell me again, why are we doing this?
Your business case should tackle big problems (the companys 800 pound gorillas) and
their solutions through master data management and data governance processes. By solving
significant issues and achieving positive impact, youll open the door for expanding master data
management in the future. It will be easier to connect master data projects to corporate strategies,
goals and objectives. The benefits will be clear and youll gain fans in the business.
Business users know how data is used in company functions and processes. Reach out and spend
some quality time talking with them.
If you dont know where the most urgent problems and needs are, or how to quantify the benefits
of MDM, follow the Five Whys approach. When your users complain about a data quality issue,
ask why. Listen to the answer and ask why again. Continue until youve drilled all the way down
to the root causes. Then, ask questions about how much the issue is costing the business.
Dont forget to involve IT when building the business case to make sure that the solutions youre
proposing are grounded in technology reality.
But take care to not start with the technology solution versus the business need or problem.
Youll lose your business support if you only talk about master data in terms of software and
infrastructure (speeds and feeds). When you name the initiative, choose something that calls out
the business nature of the program, like Customer Centricity or Single View of Product.
If you create a realistic business case, youll win executive sponsorship and business user buy-in.
Funding will follow, especially if your case quantifies the benefits and the costs of fixing the pain
points and business problems. But be careful not to take too big a bite for your business case or
give into the temptation of setting up MDM as a big bang initiative.
#2 Skipping the Business Case
The 8 Worst Practices in Master Data Management and
How to Avoid Them

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A successful MDM initiative is a continuous balancing act between the strategic and the tactical.
You need strategic vision for the long-term, but that can trick you into starting your first MDM
project with a scope so large that it cant be completed quickly and effectively. An impossible-
to-achieve scope will make it difficult to show timely value to your executive sponsor and your
stakeholders.
Start your project with initial objectives that are aligned with near-term goals. But the initiative
should be designed to adapt and meet future needs that you may not anticipate right now. If
you create your master data program solely as a short-term project only covering your starting
point
it wont have the right elements to support strategic business value or the future of your company.
Trying to identify and standardize all of your master data domains and elements in one big
bang initiative just doesnt work. Focus on a single domain like Customer after all Customer
will likely be the core of your master data initiative as you add other data domains. You can note
relationships to other domains as you work out the standardization and data quality needs for
your first domain.
And dont ignore the complexity of your MDM program. Your project will involve: data and
business analysis, consultations with business domain experts, data profiling and remediation
processes, data integration, entity resolution, third party data enrichment, and the processes and
technologies that make it all happen. Data governance policies and procedures will have to be
created and set into motion. If you underestimate project complexity, you wont bring in the right
resources at the right time, and may fail to plan for all contingencies.
Your MDM planning should include many what-if scenarios, including possibilities for future
corporate directions and scalability, potential new markets, strategic acquisitions, new customer
segments, and new or unexpected data sources. Even as youre implementing the early phases of
your MDM program, change is taking place. It never stops. So another aspect of your plan should
be a plan for responding to changes that is rigorously reviewed with stakeholders and business
domain experts.
For master data processes to support the optimal performance of your company, approach your
MDM initiative with a comprehensive, well-researched program that produces both reliable data
and the flexibility for agile change. Think continuous improvement, but realize, in some cases,
that you may be introducing this concept to the company for the first time.
Another success factor for your initiative is to thoroughly understand the impact that your
MDM strategy has on the organization itself. Such success can be disrupted by failing to plan for
organizational and cultural change.

#3 Setting Up MDM as a Big Bang Initiative

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Your project will quickly be in trouble if youre not prepared to handle cultural and organizational
changes, and the inevitable corporate politics that stem from master data projects.
Part of master data management involves reducing business and data silos while consolidating
and standardizing master data. Addressing the data silos requires examining cross-functional
processes and the question of data ownership, which introduces new organizational and
departmental challenges.
Stakeholders, constituents and influencers are all critical to the success of your MDM project.
Communicating to each group and providing the necessary education will prove invaluable
over the long-term, since they can make or break your initiative. As part of your MDM program,
youll also be conducting a marketing and communications program that targets your internal
customers and partners.
Categorize stakeholders and constituents in order to understand what communications each
should receive and the best way to deliver that information. Identify which people are impacted
by specific aspects of the MDM project, as well as who might be a problem, and wholl go to bat
for you. A well-constructed communications strategy, with continuous engagement, can greatly
improve transparency and organizational change.
It may be human nature to resist change but dont make the mistake of discounting that
resistance. In many cases, there are real reasons behind the fear of change. Its your responsibility
to discover, understand and correct the real problems related to concerns about the MDM
initiative. Education is a good approach, but listening well to constituents and stakeholders may
be the most important path. You may discover real pitfalls lurking behind old processes that could
seriously impair your efforts.
It often pays to bring in a neutral outside consultancy to help in achieving effective organizational
change. With a third partys insight, you may be able to identify problems early on.
Many people in the enterprise will feel more comfortable speaking with an outside party and
will be more likely to disclose important information. An outside consultant can present case
studies from successful projects that will help constituents see the value of master data and allay
particular concerns and fears.
Spending time on the people, processes and practices of the organization can go a long way to
help you avoid taking a one-dimensional approach.
#4 Failing to Plan for Organizational and Cultural Change
No Business Case No Executive Sponsor
An IT project team for a global manufacturer began building a product master data infrastructure. But they were
missing one critical ingredient: no business problem to solve, and no way to connect MDM to business value.
At the 3-year point, the team had made little traction towards company adoption. It wasnt until company sales greatly
slowed, sales teams were duplicating prospect outreach, and standardized product pricing collapsed, that senior
management got in the game to support and grow the MDM initiative.
The 8 Worst Practices in Master Data Management and
How to Avoid Them

6
There are no silver bullets. If you take a one-dimensional approach to MDM, such as stressing
technology improvements over organizational change and redesigned business processes, youve
missed the point of how master data governance benefits the enterprise.
A successful MDM initiative is a balanced endeavor to provide key infrastructure and organizational
change for the data-competitive enterprise. To do anything less can spell disaster.
You may stumble into a one-dimensional approach because you think MDM is all about the
technology platform. But, you cant bring in the technology until you understand the people,
practices, processes and politics, as they relate to your MDM project. Without that understanding,
youll lack an integrated vision of the impact of master data across the enterprise. Leaning solely
on technology ensures that you wont meet the needs and requirements of the business and that
youll fail to adequately address the non-technology elements.
For a balanced approach, start with the people, politics and culture; then address data governance
practices and processes.
What you learn from this approach will greatly improve how you bring in technology tools for your
MDM initiative.
The master data program also has to involve cross-functional teams and requires solid
collaboration between the business and IT.
Develop a well-structured MDM vision that parallels and supports overall corporate strategies,
business unit goals and optimal business operations. Your MDM vision needs to encompass not
only how business is done today, but what the enterprise wants to accomplish for the future. A
one-dimensional, technology-only approach has no way of connecting to significant business
strategies and objectives.
Another opportunity to connect your MDM initiative to important business goals will be missed if
you underrate the importance of data governance.

#5 Taking a One-Dimensional Approach
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#6 Underrating the Importance of a Data Governance Group
Your enterprise cant become a data-savvy organization that relies on timely and reliable data
without implementing data governance responsibilities, practices and processes. Managing
master data and data quality are dynamic processes that require constant monitoring and change
to reflect the challenges and goals of the enterprise.
The business world runs at a frenetic pace. Your master data initiative has to keep up if it is to
provide the right value now and in the future.
If you dont create a plan for establishing data governance early on, be prepared to face serious
obstacles as your project progresses.
The lack of a data governance plan will also impede the growth of MDM initiatives. Data
governance aligns the important elements of people, practices and processes that make or break
MDM projects. Its the pathway that connects these elements to business strategies, goals and
objectives, and to the technologies that support master data processes.
Practically speaking, the data governance organization will be invaluable in your MDM
implementation in terms of deciding on business rules for data quality and identity resolution,
redesigning processes to be more efficient, and managing the business aspects of the hub after it
is implemented.
Lack of planning, preparation and establishment of data governance also makes your MDM
initiative vulnerable to organizational politics that could hinder or even stop the initiative. Data
governance is instrumental for setting up and managing business-IT partnerships. These are
critical to MDM success and to the cross-functional collaboration that underpins master data
processes. Without an organizational commitment to data governance, you may not have a
champion in place to dial down the infighting and turf wars that could occur among different
stakeholders.
Youll need to enlist the help of your executive sponsor and your chief stakeholders to build
the case for a dedicated data governance function. Together you can show the value it brings
to creating and maintaining trustworthy master data. Data governance delivers a strong
accountability platform that is significant for risk management, compliance and audits.
But that accountability can be at risk if you have no metrics for measuring success.
No Centralized Data Governance
A large global company called together several business data owners from different groups to develop a set of common
standards. Each data owner promoted a separate standard; none of the owners wanted to give up control.
The company took a tail wagging the dog approach by failing to mandate a centralized platform for data governance
practices and policies for all groups in the company. Turf politics took over instead.
The 8 Worst Practices in Master Data Management and
How to Avoid Them

8
Without agreed upon performance metrics, youll never be able to answer the question, Are we
there yet? More seriously, if you cant tie the value of what improved master data is achieving back
to your expected return on investment (ROI) from the business case, you wont get far with your
initiative. Corporate management and stakeholders expect to see quantifiable results quickly.
The metrics should measure how well youre achieving the goals you put into place with the
business case. Metrics mainly quantify the benefits versus the costs for solving business problems
with master data management. If the purpose of your MDM project is to provide reliable
customer data as related to sales data, then your metrics should be based on customer retention
improvements or the successful completion of cross-selling opportunities.
Metrics take you back to where you began: how to demonstrate to your executive sponsor that
youre achieving the goals for the use case youre solving with the master data project. A lack
of ROI indicators will likely dry up your business sponsorship. How do you know if youve been
successful with your initiative? Was it cost-effective? Did it deliver the expected value?
If you cant measure it, you cant manage it. Your stakeholders need to see the value that impacts
their areas of the company. Without metrics and periodic assessments of benefits and value, its
difficult to decide what should come next for MDM.
As with business processes, your MDM initiative must focus on continuous improvement to assure
alignment with current and future requirements.
Even with the right planning and metrics in place, you may get nowhere fast if you are relying on
the wrong technologies to help build your MDM initiative.

#7 No Metrics for Measuring Success

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There are so many ways to get off track when it comes to choosing the technologies you need
to support your MDM initiative. You may think the technologies you already have in place are
enough, without really knowing if you have the tools you need to be successful. You might
decide to select tools on a piecemeal basis. But if you do, youll end up with a stitched together
patchwork of poorly integrated technologies.
Or you could focus only on near-term business needs or even on a single data domain, like
Customer, and fail to see that your tunnel vision will cost you quite a bit when your technology
choice comes up short later. When selecting your MDM technology solution, you need to consider
your companys strategic vision and plan for growth. Its likely youll be adding more data domains
later on. If you pick a specialized MDM solution that only fits your first data domain, you wont have
what you need when you add other domains down the road.
If youre already guilty of focusing too much on technology, then youre probably relying on IT
to select your MDM technologies. Conversely, some companies lean too heavily on the business
to make the selection, without IT participation. Either way, youre only working with half of the
equation. Your requirements for an MDM solution should be both business-related (functional)
and technical (non-functional).
Decisions to select an MDM solution should reflect the enterprise, not just a single department.
Your MDM initiative impacts many teams all stakeholders must be involved in determining
requirements, reviewing software offerings, and making the purchase decision. For example, your
partners in IT will help by evaluating which solutions can take advantage of the current enterprise
infrastructure for better interoperability between systems.
Your initiative is better served by choosing an MDM platform that includes certain core
capabilities:

Master data hub

Tools for data integration, profiling and quality

Data governance tools

Interoperability

Workflow management

Ease of use different UIs for technical and business roles

Scalability and high performance / high availability

#8 Relying on the Wrong Technologies
The 8 Worst Practices in Master Data Management and
How to Avoid Them

10
In many enterprises, data is not consolidated or standardized its scattered throughout many
disparate silos and systems, with a lot of inconsistency and duplication, as well as missing,
inaccurate and outdated data.
Without a master data program, inaccurate data provides only a fragmented view of whats going
on in the business, which can be debilitating to other initiatives, operations, analytics and decision
making.
The benefits of a well-implemented MDM initiative become obvious when newly reliable and
up-to-date information can be put to work improving operations, business intelligence, customer
experiences, sales and marketing programs, and many other functions.
Achieving high integrity, standardized master data is only possible if your MDM initiative avoids
these worst practices. If your company wants to respond quickly to opportunities and challenges,
implementing a well thought out, metrics-based master data management program will set you
on the right course.
Saving Your MDM Initiative from the 8 Worst Practices
The Right Way to Implement Your MDM Program

Determine the most beneficial starting point for MDM while considering long-term business and data strategies.

Implement comprehensive and realistic data governance policies and practices which you continually review
and update.

Build and grow collaboration between the Business and IT teams both are needed for MDM to deliver the
best results.

Visualize and align strategic and tactical milestones, while moving forward on the right path.

Perform thorough analysis and planning for integrations with business processes and systems across the
enterprise.

Gain business user confidence in the reliability, timeliness and usability of the master data.

Continually use metrics to demonstrate current and potential value of MDM.

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No one experiences all eight of these worst practices. But avoid as many of them as you can to
have a smooth, functional MDM initiative, with a gradually maturing data governance function.
Most of the bad data management habits in your organization have developed over a long period
of time, but you can start turning them around right now, through education, communication and
accountability. Choose people with a positive vision for how the company can turn questionable
data resulting from inefficient business processes into a lean, mean data machine.
The insights available through improved master data and sound governance principles will bring
new competitive advantage to the company, increase revenue, reduce costs, and enable better
compliance and decision making. Improvements like these are too compelling to pass up.
About Hub Designs
Hub Designs is a global leader in the development and delivery of high impact master data
management (MDM) and data governance strategies. The company publishes Hub Designs
Magazine, one of the first online publications specifically for the information governance
industry. The firms Thought Leadership practice produces white papers and webinars, and Hub
Designs President, Dan Power, is a frequent presenter at conferences and trade shows. For more
information, please visit hubdesigns.com or follow us on Twitter at @hubdesigns.
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