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Qlik Case Study: Driving Qlik's MDM Program Success with Reltio - Show

By Chris Detzel posted 11-08-2022 15:35


During this case study, @Joe DosSantos , Chief Data & Analytics Officer at Qlik will go in-depth around how Qlik is driving MDM program success while tying it to business value each step of the way.

The Agenda will focus on:
The Formation of the Data Office and the Origins of Domain Thinking
The First Step in Addressing Your Problem is Recognizing You Have One
The Approach and Timeline of the Customer 360 Program
Qlik Customer 360 Demonstration
Their Current Status and Plans for What’s Next

For questions about Master Data Management or Reltio MDM, check out the Reltio Community and ask there:


  • Joe DeSantos, the Chief Data and Analytics Officer at Qlik, gives a presentation on Click's case study of driving their MDM program's success, including the formation of their data office, the creation of their customer 360 solution, and future plans for the company.
  • The company set out to fill out the dams model for all 256 domains, creating business ownership and governance programs to manage customer, product, vendor, and finance data and establish clear definitions and activities. The company worked with customer success to figure out the value of data and address the issue of renewals getting trapped in hierarchies.
  • Ownership for a centralized point to calculate recurring revenue was agreed upon by sales and finance, using a blend of data from 3 systems and by conducting a workshop to standardize 256 domains.
  • A real-time connector is used to tag accounts with a D-U-N-S number and establish the proper hierarchy with a click hierarchy, which can be changed to represent desired relationships.
  • Four steps are taken when a new account is entered: deduplication, data quality address standardization, hitting D&B with accuracy, and putting into the right hierarchy.
  • Different accounts in Salesforce represent different locations and pose a challenge for territory management, but different levels of hierarchy are maintained for financial reporting and territory assignment.
  • The company uses four operational systems: Salesforce, Oracle, Tango and marketing; with several other tools like Google Analytics, Workday, Zift, Snowflake environment and Atlan as governance framework.
  • The data is transformed using DBT (SQL orchestration) in Snowflake and then served up to analytics and data science environments through a catalog.
  • The company is 100% cloud-based with most of its operations on AWS.
  • The catalog includes a mix of master data and other data types, which are displayed in the click console application with information on recurring revenue, closed and lost pipeline, customer satisfaction, SAS product usage, licenses, and case management.
  • The company integrated Relto into the process to create a list of customers and ultimate parents through legal hierarchies recommended by D&B.
  • Data products are divided into analytics and data products, which are put into a governance catalog and made searchable based on what needs to be looked at; they can be in different formats such as CSVs, Excel.
  • The quality of data coming into the analytical MDM was comfortable within three months, while the operational MDM took a year to feel comfortable with the technology and people's ability to validate the process.
  • The hub is the center of the universe for data, where changes from edge systems go in and survivorship rules are applied before sending data back to different systems.
  • The goal is to automate data collection, but manual follow-up is still required for some areas such as Asia.