"Why your MDM Org. Structure, Roles & Responsibilities Could Be Fueling your Enterprise Data Woes."

Creating a MDM Best Practices Org Structure and matching talent within your data driven enterprise is beyond key when realigning your enterprise for maximum efficiency, or is it? Let's take a look under the proverbial hood first and see what critters we discover!

     Does it matter that the MDG Advisor you hired may have been exclusively working on MDM projects verticals within telecommunications, consumer goods, and streaming services... NO! Well it shouldn't let's take three scenarios and see what you think. As talent is talent at the end of the day and your advisor needs to be the best of the best!

     First, we must look at the CURRENT state of your MDM Solution and what are the most pressing issues that you are having. Specifically I want to look at the Functional, Design, and Business requirements that were signed off on months ago and see where that GAP is! There is bound to be decisions that now seem crazy but at the time were completely agreed upon and logical considering the information gathered at that time. Now we are 1 maybe 2 years into the MDM Solution and nothing should be a surprise now! And maybe a few people have left the organization that made those decisions in the first place... No matter everything is fixable as long as your org. structure supports the changes that need to take place.

     Are you heavy into politics, maybe? Outsourced to your gills? Is communication lost in translation? Or are data issues hampering any kind of change? We will find out and there needs to be a strong message from Executive stakeholder of CHANGE MANAGEMENT in the air when you bring in your Advisor to right the ship. There is no blaming at this stage but there is improvements that need to take place and if people aren't willing to admit mistakes and fix them, then that's a problem...

     I have seen it all, people with impressive titles but not doing the actual job responsibilities that were matched and agreed upon to do when hired. Or doing too much work that is outside of your scope, and then you are left with the ownership that you shouldn't have, or, very rarely, is it the software that's to blame for your data ills? I am not saying that's not the case but SIMPLIFYING your MDM solution so everyone can understand it is, gold. And your past talent you hired that is still by your side, is where the answers lie for the new solution. Picking their brain and making them feel comfortable talking is where the rubber meets the road in fixing your data ails.

     Workshops, workshops, workshops, asking stupid questions, and reading current documentation is where the MDG Advisor should be spending his or her time in the beginning. You need to know exact current state and that takes time because people do have only a certain alloted amount of time to help you and then they are back to their day to day operational, tactical or executive job tasks. Don't waste people's time! Record everything you can per meetings and read old meeting transcripts. All the answers are their but you need to care enough to dig into the dirty work!

I hope you enjoyed this snippet into MDG Advising on Best Practices for realigning the MDM Org. Structure and how to attack your clients problems and knock them out!!!

Kind regards,

The AD Group