by Angela Guess
A recent article by Mark Brunelli argues that the success of an MDM effort hinges upon dynamic team members. He writes, “Typical ‘worker bees’ are incredibly valuable to any organization. They show up on time, speak when spoken to, get their jobs done and go home at 5 p.m. Just don’t ask them to join your master data governance team. Instead, a master data governance team should consist of an organization’s most capable, energetic and charismatic leaders, because they will be called upon to make and enforce unpopular decisions.”
Brunelli continues, “The phrase ‘master data governance’ refers to the policies, processes, controls and audit functions used to manage and secure an organization’s critical master data. ‘Master data’ refers to an organization’s common business data entities — such as customer, product and supplier — and their associated values and attributes. In a 2010 blog post, Gartner research vice president Andrew White explained that master data governance provides a framework where processes are maintained that assure a single and consistent view of master data whenever business workers need it. ‘Master data governance does not care for any one specific need; it has to care about needs for all uses – analytical, operational, transactional, whatever,’ White explained. ‘However, master data governance does not [assure] the right business decision is taken [or that] the actual desired business outcome is achieved. [Master data governance] is an enabler, not an end to itself.’”
photo credit: Hot Gossip1
