How Implement Enterprise MDM or Company-wide Digital Twin when entrenched silos?

https://www.linkedin.com/posts/andy-haywoo...dium=member_ios

Have you considered finding a common woe that can be satisfied by MDM? A good start, for example, might be IDM.

Margaret,

how do you eat an elephant?
And why do you want to try it anyhow?

I have experienced the digital transformation at IBM over 30 years. The driving force was to be the leading corporation in technology (IT) use. Which is different to wanting to establish a MDM digital twin or any other specific technical solution.

In the 30 years I saw digitalisation in many areas, e.g. global SAP (which is the dynamic commercial representation of the company), workplace development (starting with emails, chat services, video, work from home etc), data centers to cloud, and also saw failed initiatives like the supply chain of skills and services.

It is not a program but a strategy including culture change.

To my knowledge, innovative digital twin cases can be seen in construction (BIM), automotive and probably space and military. Maybe metaverse goes in that direction. Also good to explore what is going on in China. And observe AI.

Hi Margaret,

I have found that large-scale digital transformation efforts in disparate enterprises are extraordinarily difficult to land and too massive to fail. Politized requirements/needs come from every division, department, or, maybe better stated, tribal community, all speaking different business and technical dialects. Reconciling an enterprise-level agreement is doable, but just below the line of “presentation detail” is a contextual nightmare of interoperability challenges.

As you alluded, an additional challenge is managing corporate politics, which requires an immense amount of pre-project work, something I call “project plumbing.” You mentioned many considerations, but I always add one called “epistemic subterfuge.” That is, executives/managers who rationally justify passive-aggressive behavior to covertly achieve a contra goal to the one they are seemingly presenting themselves in “alignment with.” – that is, your project.

With these thoughts in mind, I have found that digital transformation efforts (in disparate politized environments) often require one to work below the traditional “project radar” with a small expert team who initially operates in “skunk works” territory. Their focus is to deliver a prototyped extensible framework that can provide a near-term value proposition for the larger enterprise.

Once the proof statement is made through the prototype and example value has been delivered (e.g., providing information that was not previously known), you will then have enhanced knowledge of the landscape and goodwill that will allow you to construct a phased approach above the project radar. With this footing, you will have more power to navigate the political tundra.

Food for thought.

What is happening in China that you mention?

IDM? Could you please define IDM and its relevance to Enterprise-level Master Data Management implementation - https://www.theedgesearch.com/2020/06/usin...gement-mdm.html