R.R. Donnelley was going through a growth spurt. It was 2005 and the company's revenue had jumped from $2.4 billion in 2003 to $8.4 billion, much of it coming from numerous acquisitions the printing giant had made.

But all that growth was creating information management challenges because customer data from the acquired organizations was stored in multiple source systems. And Donnelley, like many companies its size, had to rely on a manually intensive process to get a comprehensive picture of its customers, such as which Donnelley unit they might be doing business with and what additional products they might want to buy.

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