A common theme from the case studies in my last few posts is that for a data team embedded in a biotech organization, the hardest part of the job often isn’t designing the tools (models, pipelines, apps, etc) but driving changes around how the tools will be used.
It shows tooling as an intermediation between the Mental Modal and the Process. It also illustrates the advantage of right sizing a tool. Too large, it may never get successfully deployed. Too large also wastes dev resources, which might be better utilized. I especially like the fact the Process and Model can be directly connected even without the new tool, which might indicate that a tool often faces competition from legacy, outsourced, or manual methods.
This is a powerful diagram!
It shows tooling as an intermediation between the Mental Modal and the Process. It also illustrates the advantage of right sizing a tool. Too large, it may never get successfully deployed. Too large also wastes dev resources, which might be better utilized. I especially like the fact the Process and Model can be directly connected even without the new tool, which might indicate that a tool often faces competition from legacy, outsourced, or manual methods.