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Carlin Eng's avatar

One of the major issues with data modeling is it's split into two camps, with a never-ending push/pull of who does what, or where the logic goes. The first is the "transformation" camp, where data modeling is the act of producing a set of tables according to some methodology like Kimball or Data Vault. The second is the "semantic layer" camp, where data modeling is the act of linking tables together and defining metrics on top of them.

Neither one of them is great at the end-to-end pipeline -- Team Transformation can never anticipate all the different dimensional cuts required by business users, and ends up in a never-ending spin cycle of fulfilling data requests. Team Semantic Layer usually runs into performance issues when querying fact-level data, and thus inevitably pushes some logic into the transformation layer, at which point, metric definitions are now split across tools.

It's an artificial divide. Both teams are trying to accomplish the same thing, but the current state of the art tooling falls short. The industry needs something that unifies both of these camps. I wrote about this a bit more on my blog, in a post I called "The Data Modeling Divide": https://carlineng.com/?postid=data-modeling-divide#blog

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Andria Campbell's avatar

They perform “just fine” in spite of - not because of “just in time modeling”. No company is ever going to publicly expose their struggles. I worked for a company - a very big one- and we provided reporting “one query at just the right time” and it was a nightmare. We spent so much time asking why this result didn’t match that result and looking like fools to each other and in front of customers. The business units are now cannibalizing each other because market conditions have shifted. You can get away with a lot - or should I say you can get by with a lot when the external factors are a wind at your back. Those chickens always come home yo roost. Fundamentals are fundamental for a reason

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