I'm a writer. It's neither my job nor my nature to to be speechless.
So, while I'm perusing content, I'm often wondering what I'm going to write. If I chatter to myself a lot, it's probably a good candidate for a post. If I don't, I'm probably not writing about it, or I need more caffeine-I don't always know which.
Today, I wasn't wondering at all as I skimmed through a recent TDWI article called "MDM at a Crossroads." The subtitle was enticing enough: "Most data- or information-integration vendors tend to have ulterior motives when it comes to MDM." But to be honest, the content felt stale.It was assessing how the recent MDM buyouts and announcements affect the market as a whole, and I've already read and written about that once or twice.
I'm not a journalist who hears a sound bite and moves on. I'd be more profitable if I were, but that's just not me, so I kept reading all three pages, the voice in my head muttering, "We've covered that."
Things unexpectedly perked up on page three of the article, which includes this meaty quote from Jill Dyche, a principal with Baseline Consulting:
[These] acquisition[s] start to reveal the dirty little secret that vendors don't want you to know about MDM: Once you invest in an MDM technology and on-board a system or two, you're pretty much on the hook. It becomes foundational, not only from an IT perspective ... but from a business-enablement perspective. MDM is the new ERP. It's really, really hard to de-commission. ... The vendor that owns MDM can become the de-facto owner of its customers' enterprise data.
The vendor that owns MDM can become the de-facto owner of its customers' enterprise data.
As Peter Boyle often said on "Everybody Loves Raymond": Holy crap.
But after thinking about it, I suppose it's not THAT surprising. After all, it's an extensive, cumbersome initiative that promises to clean up and, really, own your most critical data.
Interestingly, one reader, an EDS BI consultant, argues that companies could have avoided this level of-dare I say-entrapment if they had pursued data and information models:
The real dirty little secret re: MDM and data integration is that if companies had continued their investments in enterprise data/information models that were fathered by the data driven, information engineering approaches popular in the late 1980s and 1990s, there would be no need for a MDM or data integration strategy today. Master data is nothing more than corporate level reference data ...
And that's all I have to say about that. I do hope, however, that Dyche's comments-and the reader's response-generate discussion from others involved with data integration and MDM.