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docs: ✏️ enhance clarity and add new resources
Added advice on communicating value to executives in "Analytics Engineering". Included Alex Turner's handbook in "Personal Handbooks". Detailed leverage points as strategic intervention spots in complex systems in "Systems".
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Data/Analytics Engineering.md
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Data/Analytics Engineering.md
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- Modern data warehouses [might need new model design paradigms](https://github.com/ActivitySchema/ActivitySchema/blob/main/2.0.md).
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- Good data models make good products.
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- Behind every null value there is a story.
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- Take credit for your work. Get close to the business, figure out what the executives care about, and **communicate value not the work**.
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## Resources
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Personal Handbooks.md
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Personal Handbooks.md
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Systems.md
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2. Begin optimizing the system by following the [Theory of Constraints](https://en.wikipedia.org/wiki/Theory_of_constraints): At any time, just one of a system's inputs is constraining its other inputs from achieving a greater total output. Make incremental changes. Alter the incentive landscape. [If you can make your system less miserable, make your system less miserable!](https://astralcodexten.substack.com/p/book-review-the-cult-of-smart)
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3. Re-examine the system from the ground up. Get data. Take nothing but the proven, underlying principles as given. Work up from there to create something better.
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These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything. These are [the places to intervene in a system](https://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/) (in increasing order of effectiveness):
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12. Constants, parameters, numbers (such as subsidies, taxes, standards).
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11. The sizes of buffers and other stabilizing stocks, relative to their flows.
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10. The structure of material stocks and flows (such as transport networks, population age structures).
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9. The lengths of delays, relative to the rate of system change.
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8. The strength of negative feedback loops, relative to the impacts they are trying to correct against.
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7. The gain around driving positive feedback loops.º
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6. The structure of information flows (who does and does not have access to information).
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5. The rules of the system (such as incentives, punishments, constraints).
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4. The power to add, change, evolve, or self-organize system structure.
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3. The goals of the system.
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2. The mindset or paradigm out of which the system — its goals, structure, rules, delays, parameters — arises.
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1. The power to transcend paradigms.
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**Don't aim for an ideal system. Build a set of [[processes]] and protocols that evolve to fit the environment over time.** [Complex systems fail](https://how.complexsystems.fail/).
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If everyone agrees the current system doesn't work well, who perpetuates it? Some [systems with systemic/incentives failures are broken in multiple places so that no one actor can make them better](https://slatestarcodex.com/2014/07/30/meditations-on-moloch/), even though, in principle, some [magically coordinated action could move to a new stable state](https://equilibriabook.com/molochs-toolbox/).