Table of contents
- Context
- EPM finance program: scope and stakes
- Two projects launched in parallel
- Follow Us’s role
- Critical point: data flow architecture and subsidiary adoption
- Recommendations, milestones, and costs
- Lessons learned
Context
We were asked to intervene to help a world leader in wines and spirits to define the best Data architecture allowing to provide a central and certified view of data.
EPM finance program: scope and stakes
This program is part of the EPM (Entreprise Performance Management) finance initiative carried out by the Group CFO, which is intended to provide a complete budgetary vision for all the group’s subsidiaries. It is therefore a strategic and unprecedented issue.
Two projects launched in parallel
Already owning a Data Platform mixing Big Data and reporting platform, our client set up in parallel the two necessary projects to achieve this unified group vision:
- A group product referential creation throughout a PIM (Production information management) project.
- The “Master Data Hub” pilar project aiming to consolidate the entire MDM needs of each subsidiary as well as a Data Hub need to provide the data needed for financial reporting.
Follow Us’s role
Follow Us’s was to help the internal Data teams define the application and technical architecture of these two projects in relation to the existing “Data platform” by paying particular attention to the data flow architecture.
Critical point: data flow architecture and subsidiary adoption
This point was critical because the realization of a three heads Meta Data Hub sufficiently open to encourage the adoption of subsidiaries is critical for the outcome of financial stakes at group level.
Recommendations, milestones, and costs
The work carried out in a very limited time allowed to arrive at a series of recommendations that we have declined in time, according to the critical milestones of projects roadmaps.
We also assess the implementation costs and the recommend an organization that would enable the implementation of all the interfaces with the 100+ company’s subsidiaries.
Lessons learned
This project also highlighted the inherent difficulties in this kind of complex program, especially its adoption dimension by subsidiaries; but it also allowed to initiate a clarification work of the roles and expectations of each of the contributors, which are often underestimated and this is often why MDM projects can slipped, or even failed.