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Andy Hayler

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Andy Hayler is one of the world’s foremost experts on master data management. Andy started his career with Esso as a database administrator and, among other things, invented a “decompiler” for ADF, enabling a dramatic improvement in support efforts in this area.  He became the youngest ever IT manager for Esso Exploration before moving to Shell. As Technology Planning Manager of Shell UK he conducted strategy studies that resulted in significant savings for the company.  Andy then became Principal Technology Consultant for Shell international, engaging in significant software evaluation and procurement projects at the enterprise level.  He then set up a global information management consultancy business which he grew from scratch to 300 staff. Andy was architect of a global master data and data warehouse project for Shell downstream which attained USD 140M of annual business benefits. 

Andy founded Kalido, which under his leadership was the fastest growing business intelligence vendor in the world in 2001.  Andy was the only European named in Red Herring’s “Top 10 Innovators of 2002”.  Kalido was a pioneer in modern data warehousing and master data management.

He is now founder and CEO of The Information Difference, a boutique analyst and market research firm, advising corporations, venture capital firms and software companies.   He is a regular keynote speaker at international conferences on master data management, data governance and data quality. He is also a respected restaurant critic and author (  Andy has an award-winning blog  He can be contacted at


There was an interesting article from Derek Singleton of Software Advice today about the shopping spree that IBM has been on over recent years, and some speculation about who might be next in the blue shopping cart:

While I think it is difficult to predict acquisitions, what is interesting is the sheer extent to which IBM has been buying technology in recent years. Seeing it laid out in detal in this article is certainly interesting. Of course, Oracle, SAP and Microsoft are no strangers to this route either, and it does make you wonder to what extent the giant companies have to some extent given up on relying on their own R&D, and dipped into their cash reserves when a particular trend n the market has eluded them and a smaller, nimbler company has made progress. From a customer viewpoint it is a tricky balance. It is comforting to some extent to know that a key technology is in “safe” hands, yet this can be illusory. When a company is small and independent it is very focused on what it is doing, but a giant vendor with dozens or hundreds of products is only going to give so much attention to a particular niche product. It is also common for energetic founders of a small company to move on at the point of an acquisition, preferring to avoid the loss of control that big company life brings.

What would be interesting would be for someone to step back and assess the success of acquisitions by major companies, to see which ones really worked and which ones just faded away into the background, in particular if it was possible to work out any common lessons from the successes and failures. This is not an easy thing to do, as large public companies frequently resist breaking out their component businesses in terms of financial figures, but it is an interesting topic.

In the areas that The Informaton Difference concentrates on, M&A activity can be seen here:

All comments welcome.

Posted June 24, 2011 2:12 PM
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