Blogs

Larry Dubov
Product Director, Master Data Governance

Dr. Larry Dubov is Product Director of Master Data Governance at IBM Software Group. Larry is a recognized IT practitioner, scientist, expert, and thought leader in the implementation of complex business-driven technology solutions and products for financial services, banking, telecommunications, and pharmaceutical verticals. His primary focus is on MDM, Master Data Governance, Customer Relationship Management (CRM), data warehousing, operational data stores, and service-oriented architecture.

Larry is an author of over 200 publications. He is an internationally recognized practitioner, speaker, thought leader and an author of the definitive books on the subject (“Master Data Management and Customer Data Integration for a Global Enterprise”, McGraw-Hill, 2007 and "Master Data Management and Data Governance, McGraw-Hill, 2010).

Is information an asset or a resource? (part 11)

May 30, 2014 | by Larry Dubov, Product Director, Master Data Governance
The overall acceptance of the idea of an MDM program, especially when it is driven by IT strategy, depends on the organizational culture. It is easier to get an organizational and executive buy-in in the organizations that have developed mature policies on their informational assets and data...

What is the economic value of information when building the MDM business case? (part ten)

April 18, 2014 | by Larry Dubov, Product Director, Master Data Governance
This is installment 10 in my series on building a business case for MDM. The Mike 2.0 methodology, by Robert Hillard and Sean McClowry, discusses an alternate approach to business case justification for information-centric initiatives like MDM. Instead of tackling the business case challenge bottom...

Justifying MDM beyond cost savings to enable big data and analytics (part nine)

March 28, 2014 | by Larry Dubov, Product Director, Master Data Governance
In the marketing segmentation scenario we discussed in my last blog post, cost savings from improved mailings did not provide enough savings to make an MDM project profitable. This is not unusual in that, in addition to cost savings, new revenue opportunities are required to justify the investment...

A more complex example for MDM ROI (part eight)

March 25, 2014 | by Larry Dubov, Product Director, Master Data Governance
In my last post, I discussed a relatively simple business case scenario where an enterprise intends to implement MDM because their current process heavily relies on a third party supplier of customer data. Typically, though, things aren’t quite that simple. Today, let’s discuss a more complex MDM...

Traditional methods for estimating business benefits of MDM (part seven)

February 28, 2014 | by Larry Dubov, Product Director, Master Data Governance
As it was well explained by David Linthicum, building a business case begins with the definition of the problem domain. The drivers outlined in the previous section define most common high-level problem domains for MDM. If your ROI and NPV estimates require a more detailed list of problem domains...

Building a business case for MDM (conclusion)

February 17, 2014 | by Larry Dubov, Product Director, Master Data Governance
In this series of posts we have focused on building the business case for MDM. We have discussed the challenges of justifying an MDM business case, along with various scenarios that make the business case complexity vary significantly. This post summarizes the key takeaways from this blog series.

Estimating the benefits of MDM (part six)

February 14, 2014 | by Larry Dubov, Product Director, Master Data Governance
From the business case methodology perspective, two high level approaches can be used to estimate an MDM impact: a traditional bottom-up approach or a less traditional Economic Value (EV) approach. But which is best?

Business processes and MDM drivers (part five)

January 31, 2014 | by Larry Dubov, Product Director, Master Data Governance
Business processes that will be improved as a result of MDM vary by industry, company, program and even the phase of the MDM initiative. Still, there are common areas and processes that are typically improved by MDM.

What MDM stakeholders want to know (part four)

January 17, 2014 | by Larry Dubov, Product Director, Master Data Governance
At the very strategic level, the board of directors and CEO want to know how the equity value and market capitalization of the company change as a result of the MDM, MDM-empowered applications, big data and analytics.

IT strategy driven MDM (part three)

January 3, 2014 | by Larry Dubov, Product Director, Master Data Governance
About 50 percent of MDM programs are driven by IT organizations as an IT strategy initiative. This scenario makes MDM business cases more challenging since, typically, IT management cannot approach the business case problem with the same level of power and authority as business executive management...

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