{"id":32907,"date":"2019-10-31T21:49:39","date_gmt":"2019-10-31T18:49:39","guid":{"rendered":"https:\/\/prohoster.info\/blog\/pochemu-data-science-komandam-nuzhny-universaly-a-ne-spetsialisty\/"},"modified":"2019-10-31T21:49:39","modified_gmt":"2019-10-31T18:49:39","slug":"pochemu-data-science-komandam-nuzhny-universaly-a-ne-spetsialisty","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/news\/pochemu-data-science-komandam-nuzhny-universaly-a-ne-spetsialisty","title":{"rendered":"P\u00ebrse ekipet e Data Science kan\u00eb nevoj\u00eb p\u00ebr universale dhe jo p\u00ebr specialist\u00eb","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"P\u00ebrse
\nHIROSHI WATANABE\/GETTY IMAGES<\/i><\/p>\n

N\u00eb librin \u00abPasuria e kombeve\u00bb, Adam Smith tregon se si ndarja e pun\u00ebs b\u00ebhet burimi kryesor i rritjes s\u00eb produktivitetit. Nj\u00eb shembull \u00ebsht\u00eb linja e montimit n\u00eb nj\u00eb fabrik\u00eb prodhimi t\u00eb thikave: \u00abNj\u00eb pun\u00ebtor t\u00ebrheq telin, tjetri e shtr\u00ebngon at\u00eb, i treti e pret, i kat\u00ebrti e thekon p\u00ebrfundimin, i pesti e modelon skajin tjet\u00ebr p\u00ebr ta vendosur sip\u00ebr.\u00bb Fal\u00eb specializimit t\u00eb orientuar drejt funksioneve t\u00eb caktuara, \u00e7do pun\u00ebtor b\u00ebhet nj\u00eb specialist i kualifikuar n\u00eb detyr\u00ebn e tij t\u00eb ngusht\u00eb, e cila \u00e7on n\u00eb rritjen e efikasitetit t\u00eb procesit. Prodhimi p\u00ebr \u00e7do pun\u00ebtor rritet shum\u00ebfish, dhe fabrika b\u00ebhet m\u00eb efikase n\u00eb prodhimin e thikave.<\/p>\n

Kjo ndarje e pun\u00ebs sipas funksionalitetit \u00ebsht\u00eb aq e thelluar n\u00eb mendjet tona sot, saq\u00eb ne shpejt organizojm\u00eb ekipet tona p\u00ebrkat\u00ebsisht. Data Science nuk \u00ebsht\u00eb nj\u00eb p\u00ebrjashtim. Mund\u00ebsit\u00eb komplekse algoritmike t\u00eb biznesit k\u00ebrkojn\u00eb shum\u00eb funksione pune, prandaj kompanit\u00eb zakonisht krijojn\u00eb grupe specialist\u00ebsh: k\u00ebrkues, inxhinier\u00eb t\u00eb analiz\u00ebs s\u00eb t\u00eb dh\u00ebnave, inxhinier\u00eb t\u00eb m\u00ebsimit t\u00eb makinave, shkenc\u00ebtar\u00eb q\u00eb merren me marr\u00ebdh\u00ebniet shkak-pasoj\u00eb, dhe k\u00ebshtu me radh\u00eb. Puna e specialist\u00ebve koordinohet nga menaxheri i produktit me kalimin e funksioneve n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb i ngjan fabrik\u00ebs s\u00eb thikave: \u00abnj\u00eb njeri merr t\u00eb dh\u00ebnat, tjetri i modelon ato, i treti i realizon ato, i kat\u00ebrti i mat\u00bb dhe k\u00ebshtu me radh\u00eb.
\n<\/a><\/noindex>
\nFatkeq\u00ebsisht, ne nuk duhet ta optimizojm\u00eb ekipet tona Data Science p\u00ebr t\u00eb rritur produktivitetin. Megjithat\u00eb, ju e b\u00ebni k\u00ebt\u00eb kur kuptoni se \u00e7far\u00eb po prodhoni: thika apo di\u00e7ka tjet\u00ebr, dhe thjesht p\u00ebrpiqeni t\u00eb rrisni efikasitetin. Q\u00ebllimi i linjave t\u00eb montimit \u00ebsht\u00eb t\u00eb p\u00ebrfundojn\u00eb detyr\u00ebn. Ne e dim\u00eb sakt\u00ebsisht se \u00e7far\u00eb duam \u2013 ato jan\u00eb thikat (si n\u00eb shembullin e Smithit), por mund t\u00eb p\u00ebrmendim \u00e7do produkt ose sh\u00ebrbim n\u00eb t\u00eb cilin k\u00ebrkesat p\u00ebrshkruajn\u00eb plot\u00ebsisht t\u00eb gjitha aspektet e produktit dhe sjelljen e tij. Roli i punonj\u00ebsve \u00ebsht\u00eb t\u00eb p\u00ebrmbushin k\u00ebto k\u00ebrkesa sa m\u00eb efikashtu q\u00eb \u00ebsht\u00eb e mundur.<\/p>\n

Por megjithat\u00eb, q\u00ebllimi i Data Science nuk \u00ebsht\u00eb p\u00ebr t\u00eb kryer detyra. M\u00eb tep\u00ebr, q\u00ebllimi \u00ebsht\u00eb p\u00ebr t\u00eb studiuar dhe zhvilluar mund\u00ebsi t\u00eb reja t\u00eb forta p\u00ebr biznesin. Produktet dhe sh\u00ebrbimet algoritmike, t\u00eb tilla si sistemet e rekomandimit, nd\u00ebrveprimi me klient\u00ebt, klasifikimi i preferencave n\u00eb stil, p\u00ebrshtatja e dimensioneve, dizajni i veshjeve, optimizimi i logjistik\u00ebs, identifikimi i tendencave sezonale dhe shum\u00eb m\u00eb tep\u00ebr nuk mund t\u00eb zhvillohen paraprakisht. Ato duhet t\u00eb studiohen. Nuk ka asnj\u00eb skic\u00eb p\u00ebr riprodhim, k\u00ebto jan\u00eb mund\u00ebsi t\u00eb reja me pasigurin\u00eb e tyre t\u00eb natyrshme. Koeficient\u00ebt, modelet, llojet e modeleve, hiperparametrat, t\u00eb gjith\u00eb element\u00ebt e nevojsh\u00ebm duhet t\u00eb studiohen p\u00ebrmes eksperimenteve, provave dhe gabimeve si dhe p\u00ebrs\u00ebritjes. N\u00eb fabrik\u00ebn e q\u00ebndisteve, trajnimi dhe dizajni kryhen paraprakisht, p\u00ebrpara prodhimit t\u00eb tyre. Me Data Science, ju m\u00ebsoni gjat\u00eb procesit, jo para tij.<\/p>\n

N\u00eb fabrik\u00ebn e q\u00ebndisteve, kur trajnimi \u00ebsht\u00eb n\u00eb krye t\u00eb list\u00ebs, ne nuk presim dhe nuk duam q\u00eb punonj\u00ebsit t\u00eb improvizojn\u00eb ndonj\u00eb aspekt t\u00eb produktit, p\u00ebrve\u00e7 rritjes s\u00eb efikasitetit t\u00eb prodhimit. Specializimi i detyrave ka kuptim, sepse \u00e7on n\u00eb efikasitetin e proceseve dhe q\u00ebndrueshm\u00ebrin\u00eb e prodhimit (pa b\u00ebr\u00eb ndryshime n\u00eb produktin p\u00ebrfundimtar).<\/p>\n

Por kur produkte ende po zhvillohen dhe q\u00ebllimi \u00ebsht\u00eb m\u00ebsimi, specializimi shqet\u00ebson q\u00ebllimet tona n\u00eb rastet e m\u00ebposhtme:<\/p>\n

1. Kjo rrit kostot e koordinimit. <\/b><\/p>\n

Pra negative costs that accumulate over time spent on communication, discussion, justification, and prioritizing the work that needs to be done. These costs scale non-linearly with the number of people involved. (As taught by J. Richard Hackman, the number of relationships r grows similarly to the function of the number of members n according to this equation: r = (n ^ 2-n) \/ 2. And each relationship reveals some amount of cost relation). When data analysis specialists are organized by functions, at every stage, with every change, every handoff, etc., many specialists are required, which increases coordination costs. For example, statistical modeling specialists who want to experiment with new features will need to coordinate their actions with data processing engineers who update the datasets every time they want to try something new. Similarly, each newly trained model means that the model developer will need someone to coordinate their actions to deploy it. Coordination costs act as a fee for iteration, making them more challenging and costly and increasing the likelihood of abandoning exploration. This can hinder learning.<\/p>\n

2. This complicates waiting time. <\/b><\/p>\n

M\u00eb shqet\u00ebsuese se kostot e koordinimit \u00ebsht\u00eb koha e humbur midis turneve t\u00eb pun\u00ebs. Nd\u00ebrsa kostot e koordinimit zakonisht mat\u00ebn n\u00eb or\u00eb: koha q\u00eb nevojitet p\u00ebr mbledhje, diskutime, rishikime projektesh \u2014 koha e pritjes zakonisht matet n\u00eb dit\u00eb, jav\u00eb ose madje muaj! Oraret e specialist\u00ebve jan\u00eb t\u00eb v\u00ebshtira p\u00ebr t'u p\u00ebrputhur, pasi \u00e7do specialist duhet t\u00eb ndahen n\u00eb disa projekte. Nj\u00eb takim nj\u00ebor\u00ebsh p\u00ebr diskutimin e ndryshimeve mund t\u00eb zgjas\u00eb disa jav\u00eb p\u00ebr t\u00eb p\u00ebrputhur rrjedh\u00ebn e pun\u00ebs. Dhe pas miratimit t\u00eb ndryshimeve, duhet t\u00eb planifikohet edhe puna e v\u00ebrtet\u00eb n\u00eb kontekstin e shum\u00eb projekteve t\u00eb tjera q\u00eb e z\u00ebn\u00eb koh\u00ebn e pun\u00ebs t\u00eb specialist\u00ebve. Puna q\u00eb lidhet me rregullimin e kodit ose k\u00ebrkimin, p\u00ebr t\u00eb cilat nevojiten vet\u00ebm disa or\u00eb ose dit\u00eb p\u00ebr t'u p\u00ebrfunduar, mund t\u00eb zgjas\u00eb shum\u00eb m\u00eb tep\u00ebr p\u00ebrpara se resurset t\u00eb jen\u00eb t\u00eb disponueshme. Deri at\u00ebher\u00eb, iterimi dhe m\u00ebsimi jan\u00eb t\u00eb shkurtra.<\/p>\n

3. Kjo ngushton kontekstin.<\/b><\/p>\n

Ndarja e pun\u00ebs mund t\u00eb kufizoj\u00eb n\u00eb m\u00ebnyr\u00eb artificiale m\u00ebsimin, duke i shp\u00ebrblyer njer\u00ebzit p\u00ebr q\u00ebndrim n\u00eb specializimin e tyre. P\u00ebr shembull, nj\u00eb shkenc\u00ebtar hulumtues q\u00eb duhet t\u00eb q\u00ebndroj\u00eb brenda funksionalitetit t\u00eb tij, do t\u00eb p\u00ebrqendroj\u00eb energjin\u00eb e tij n\u00eb eksperimente me lloje t\u00eb ndryshme algoritmesh: regresion, rrjete neurale, pyllin rast\u00ebsish\u00ebm dhe k\u00ebshtu me radh\u00eb. Sigurisht, zgjedhja e mir\u00eb e algoritmit mund t\u00eb \u00e7oj\u00eb n\u00eb p\u00ebrmir\u00ebsime graduale, por n\u00eb p\u00ebrgjith\u00ebsi, shum\u00eb m\u00eb tep\u00ebr mund t\u00eb nxirret nga aktivitete t\u00eb tjera, si integrimi i burimeve t\u00eb reja t\u00eb t\u00eb dh\u00ebnave. Po ashtu, kjo do t\u00eb ndihmoj\u00eb n\u00eb zhvillimin e nj\u00eb modeli q\u00eb p\u00ebrdor \u00e7do cop\u00eb shpjeguese q\u00eb i \u00ebsht\u00eb e natyrshme t\u00eb dh\u00ebnave. Megjithat\u00eb, pika e saj e fort\u00eb mund t\u00eb jet\u00eb n\u00eb ndryshimin e funksionit t\u00eb synuar ose leht\u00ebsimin e disa kufizimeve. Kjo \u00ebsht\u00eb e v\u00ebshtir\u00eb p\u00ebr t'u par\u00eb ose realizuar kur puna e saj \u00ebsht\u00eb e kufizuar. Nd\u00ebrsa shkenc\u00ebtari-specialist \u00ebsht\u00eb i specializuar n\u00eb optimizimin e algoritmeve, ai ka shum\u00eb m\u00eb pak mund\u00ebsi t\u00eb merret me di\u00e7ka tjet\u00ebr, edhe pse kjo sjell dobi t\u00eb konsiderueshme.<\/p>\n

Le t\u00eb p\u00ebrmendim shenjat q\u00eb shfaqen kur ekipet e shkenc\u00ebs s\u00eb t\u00eb dh\u00ebnave punojn\u00eb si fabrikat e gozhdave (p\u00ebr shembull, n\u00eb p\u00ebrdit\u00ebsime t\u00eb thjeshta t\u00eb statusit): \"pritja e ndryshimeve n\u00eb kanalin e t\u00eb dh\u00ebnave\" dhe \"pritja e burimeve t\u00eb ML Eng\", q\u00eb jan\u00eb bllokues t\u00eb zakonsh\u00ebm. Megjithat\u00eb, mendoj se ndikimi m\u00eb i rreziksh\u00ebm q\u00ebndron n\u00eb at\u00eb q\u00eb nuk v\u00ebreni, sepse nuk mund t\u00eb pendoheni p\u00ebr at\u00eb q\u00eb nuk e dini. Ekzekutimi i p\u00ebrsosur i k\u00ebrkesave dhe vet\u00ebk\u00ebnaq\u00ebsia t\u00eb arritura si rezultat i arritjes s\u00eb efikasitetit t\u00eb proceseve, mund t\u00eb fshehin t\u00eb v\u00ebrtet\u00ebn n\u00eb lidhje me faktin q\u00eb organizatat nuk jan\u00eb t\u00eb njohura me p\u00ebrfitimet e m\u00ebsimit q\u00eb po humbasin.<\/p>\n

Zgjidhja e k\u00ebtij problemi, sigurisht, \u00ebsht\u00eb eliminimi i metod\u00ebs s\u00eb fabrik\u00ebs s\u00eb gozhdave. P\u00ebr t\u00eb stimuluar m\u00ebsimin dhe iterimin, rolet e shkenc\u00ebs s\u00eb t\u00eb dh\u00ebnave duhet t\u00eb jen\u00eb t\u00eb p\u00ebrgjithshme, por me p\u00ebrgjegj\u00ebsi t\u00eb gjer\u00eb, q\u00eb nuk varen nga funksioni teknik, dmth organizoni specialist\u00ebt e t\u00eb dh\u00ebnave n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb jen\u00eb t\u00eb optimizuar p\u00ebr m\u00ebsim. Kjo do t\u00eb thot\u00eb se \u00ebsht\u00eb e nevojshme t\u00eb pun\u00ebsohen \"specialist\u00eb t\u00eb plot\u00eb\" \u2014 ekspert\u00eb t\u00eb p\u00ebrgjithsh\u00ebm q\u00eb mund t\u00eb kryejn\u00eb funksione t\u00eb ndryshme: nga konceptimi deri te modelimi, nga zbatimi deri te matja. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb theksohet se nuk sugjeroj se kur pun\u00ebsohen specialist\u00ebt e plot\u00eb, numri i punonj\u00ebsve duhet t\u00eb reduktohet. \u00cbsht\u00eb m\u00eb e mundshme q\u00eb thjesht t'ju sugjeroj se kur ata organizohen ndryshe, stimulimet e tyre lidhen m\u00eb mir\u00eb me p\u00ebrfitimet e m\u00ebsimit dhe efikasitetit. P\u00ebr shembull, keni nj\u00eb ekip prej tre personash, t\u00eb cil\u00ebt kan\u00eb tre cil\u00ebsi biznesi. N\u00eb fabrik\u00ebn e gozhdave, \u00e7do specialist do t\u00eb p\u00ebrkushtonte nj\u00eb t\u00eb tret\u00ebn e koh\u00ebs n\u00eb \u00e7do detyr\u00eb profesionale, pasi askush tjet\u00ebr nuk mund t\u00eb kryej\u00eb pun\u00ebn e tij. N\u00eb t\u00eb gjith\u00eb stakun, \u00e7do punonj\u00ebs univers nuk \u00ebsht\u00eb plot\u00ebsisht i p\u00ebrkushtuar ndaj t\u00eb gjith\u00eb procesit biznesor, zgjerimit t\u00eb pun\u00ebs dhe m\u00ebsimit.<\/p>\n

Me pak m\u00eb pak njer\u00ebz q\u00eb mb\u00ebshtesin ciklin e prodhimit, koordinimi zvog\u00eblohet. Universali kalon me leht\u00ebsi nd\u00ebrmjet funksioneve, duke zgjeruar kanalin e t\u00eb dh\u00ebnave p\u00ebr t\u00eb shtuar m\u00eb shum\u00eb volum t\u00eb dh\u00ebnash, duke provuar funksione t\u00eb reja n\u00eb modele, duke zbatuar versione t\u00eb reja n\u00eb prodhim p\u00ebr matje shkak\u00ebsore, dhe p\u00ebrs\u00ebrit k\u00ebto hapa aq shpejt sa arrijn\u00eb ide t\u00eb reja. Sigurisht, universali kryen funksione t\u00eb ndryshme n\u00eb m\u00ebnyr\u00eb n\u00ebn rend. N\u00eb fund t\u00eb fundit, kjo \u00ebsht\u00eb thjesht nj\u00eb person. Megjithat\u00eb, kryerja e detyr\u00ebs zakonisht z\u00eb vet\u00ebm nj\u00eb pjes\u00eb t\u00eb vog\u00ebl t\u00eb koh\u00ebs q\u00eb nevojitet p\u00ebr t\u00eb aksesuar nj\u00eb burim tjet\u00ebr t\u00eb specializuar. Prandaj, koha e iterrimit zvog\u00eblohet.<\/p>\n

Universali yn\u00eb ndoshta nuk \u00ebsht\u00eb kaq i aft\u00eb sa nj\u00eb specialist n\u00eb nj\u00eb funksion t\u00eb caktuar pune, por ne nuk synojm\u00eb perfeeksionin funksional ose p\u00ebrmir\u00ebsime t\u00eb vogla graduale. P\u00ebrkundrazi, ne synojm\u00eb t\u00eb eksplorojm\u00eb dhe zbulojm\u00eb detyra profesionale gjithnj\u00eb e m\u00eb shum\u00eb me nj\u00eb ndikim gradual. Me nj\u00eb kontekst t\u00eb plot\u00eb p\u00ebr nj\u00eb zgjidhje t\u00eb plot\u00eb, ai sheh mund\u00ebsi q\u00eb specialisti i ngusht\u00eb do t'i humbiste. Ai ka m\u00eb shum\u00eb ide dhe m\u00eb shum\u00eb mund\u00ebsi. Ai p\u00ebrballon d\u00ebshtime gjithashtu. Megjithat\u00eb, kostoja e d\u00ebshtimit \u00ebsht\u00eb e vog\u00ebl, nd\u00ebrsa p\u00ebrfitimet e t\u00eb m\u00ebsuarit jan\u00eb t\u00eb larta. Kjo asimetri kontribuon n\u00eb iterrim t\u00eb shpejt\u00eb dhe shp\u00ebrblen t\u00eb m\u00ebsuarin.<\/p>\n

\u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb theksohet se kjo shkall\u00eb autonomi dhe diversiteti i aft\u00ebsive, q\u00eb ofrohet nga shkenc\u00ebtar\u00eb q\u00eb punojn\u00eb me stack t\u00eb plot\u00eb, n\u00eb mas\u00eb t\u00eb madhe varet nga q\u00ebndrueshm\u00ebria e platform\u00ebs s\u00eb t\u00eb dh\u00ebnave me t\u00eb cil\u00ebn mund t\u00eb punosh. Nj\u00eb platform\u00eb e mir\u00eb e nd\u00ebrtuar p\u00ebr t\u00eb dh\u00ebnat e ndihmon shkenc\u00ebtar\u00ebt q\u00eb t\u00eb punojn\u00eb me t\u00eb dh\u00ebnat t\u00eb biglationalizuar nga kompleksiteti i konteinerizimit, p\u00ebrpunimit t\u00eb shp\u00ebrndar\u00eb, kalimit automatik n\u00eb burime t\u00eb tjera dhe konceptet e tjera p\u00ebrparimtare kompjuterike. N\u00eb p\u00ebrve\u00e7 abstarcionit, nj\u00eb platform\u00eb e besueshme e t\u00eb dh\u00ebnave mund t\u00eb ofroj\u00eb lidhje pa pengesa me infrastruktur\u00ebn eksperimentale, t\u00eb automatizoj\u00eb monitorimin dhe sistemin e njoftimit, t\u00eb siguroj\u00eb shkall\u00ebzim automatik dhe visualizimin e rezultateve algoritmike dhe gjurmimin e gabimeve. K\u00ebto komponent\u00eb projektohen dhe krijohen nga inxhinier\u00ebt e platform\u00ebs s\u00eb t\u00eb dh\u00ebnave, pra nuk transferohen nga specialisti i Shkencave t\u00eb t\u00eb Dh\u00ebnave n\u00eb ekipin zhvillues t\u00eb platform\u00ebs s\u00eb t\u00eb dh\u00ebnave. N\u00eb fakt, specialisti i Shkencave t\u00eb t\u00eb Dh\u00ebnave \u00ebsht\u00eb p\u00ebrgjegj\u00ebs p\u00ebr gjith\u00eb kodin e p\u00ebrdorur p\u00ebr t\u00eb operuar platform\u00ebn.<\/p>\n

M\u00eb interesoi gjithashtu ndarja funksionale e pun\u00ebs duke p\u00ebrdorur efikasitetin e proceseve, por me metod\u00ebn e provave dhe gabimeve (n\u00eb t\u00eb v\u00ebrtet\u00eb nuk ka m\u00ebnyr\u00eb m\u00eb t\u00eb mir\u00eb t\u00eb m\u00ebsuarit) pash\u00eb se rolet tipike m\u00eb shum\u00eb kontribuojn\u00eb n\u00eb m\u00ebsim dhe inovacione dhe ofrojn\u00eb tregues t\u00eb sakt\u00eb: zbulimi dhe nd\u00ebrtimi i nj\u00eb numri shum\u00eb m\u00eb t\u00eb madh mund\u00ebsish biznesi seq nj\u00eb qasje e specializuar. (Nj\u00eb m\u00ebnyr\u00eb m\u00eb e efektshme p\u00ebr t\u00eb m\u00ebsuar p\u00ebr k\u00ebt\u00eb qasje organizative, sesa metoda e provave dhe gabimeve q\u00eb kam kaluar, \u00ebsht\u00eb t\u00eb lexosh librin e Amy Edmondson \u201eBashk\u00ebpunimi n\u00eb grup: si m\u00ebsojn\u00eb organizata, krijojn\u00eb inovacione dhe konkurrojn\u00eb n\u00eb ekonomin\u00eb e njohurive\u201c).<\/p>\n

Ka disa supozita t\u00eb r\u00ebnd\u00ebsishme q\u00eb mund ta b\u00ebjn\u00eb k\u00ebt\u00eb qasje n\u00eb organizim m\u00eb t\u00eb besueshme ose m\u00eb pak, n\u00eb disa kompani. Procesi i iteracionit ul kostot e provave dhe gabimeve. N\u00ebse \u00e7mimi i nj\u00eb gabimi \u00ebsht\u00eb i lart\u00eb, mund t\u00eb d\u00ebshironit t'i zvog\u00ebloni ato (por, kjo nuk rekomendohet p\u00ebr aplikimet mjek\u00ebsore ose prodhimin). P\u00ebr m\u00eb tep\u00ebr, n\u00ebse po merresh me petabyte ose exabyte t\u00eb dh\u00ebnash, mund t\u00eb nevojitet nj\u00eb specializim n\u00eb projektimin e t\u00eb dh\u00ebnave. Po ashtu, n\u00ebse mbajtja e mund\u00ebsive t\u00eb biznesit n\u00eb rrjet dhe disponueshm\u00ebria e tyre jan\u00eb m\u00eb t\u00eb r\u00ebnd\u00ebsishme se p\u00ebrmir\u00ebsimi i tyre, superioriteti funksional mund t\u00eb tejkaloj\u00eb m\u00ebsimin. S\u00eb fundi, modeli i stack-ut t\u00eb plot\u00eb mb\u00ebshtetet n\u00eb mendimet e atyre q\u00eb jan\u00eb t\u00eb njohur n\u00eb k\u00ebt\u00eb fush\u00eb. Ato nuk jan\u00eb nj\u00ebhornjosh; mund t\u00eb gjenden ose t\u00eb trajnohen vet\u00eb. Megjithat\u00eb, ato jan\u00eb shum\u00eb t\u00eb k\u00ebrkuara, dhe p\u00ebr t'i t\u00ebrhequr dhe mbajtur n\u00eb kompani, do t\u00eb duhet nj\u00eb kompensim konkurrues, vlera korporative t\u00eb q\u00ebndrueshme dhe pun\u00eb interesante. Sigurohuni q\u00eb kultura juaj korporative mund t\u00eb ofroj\u00eb kushte t\u00eb tilla.<\/p>\n

Edhe duke marr\u00eb parasysh gjith\u00e7ka q\u00eb u tha, un\u00eb besoj se modeli i stack-ut t\u00eb plot\u00eb ofron kushtet m\u00eb t\u00eb mira p\u00ebr fillim. Filloni me ta dhe pastaj l\u00ebvizni n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme drejt ndarjes funksionale t\u00eb pun\u00ebs vet\u00ebm at\u00ebher\u00eb kur kjo \u00ebsht\u00eb me t\u00eb v\u00ebrtet\u00eb e nevojshme.<\/p>\n

Ka edhe disavantazhe t\u00eb tjera t\u00eb specializimit funksional. Kjo mund t\u00eb \u00e7oj\u00eb n\u00eb humbjen e p\u00ebrgjegj\u00ebsis\u00eb dhe pasivitetit nga ana e punonj\u00ebsve. Edhe Smith e kritikon ndarjen e pun\u00ebs, duke sugjeruar se ajo \u00e7on n\u00eb mbylljen e talentit, pra punonj\u00ebsit b\u00ebhen inekzistent\u00eb dhe t\u00eb mbyllur, pasi rolet e tyre kufizohen n\u00eb disa detyra t\u00eb p\u00ebrs\u00ebritura. Nd\u00ebrsa specializimi mund t\u00eb ofroj\u00eb efikasitet n\u00eb proces, ai rrall\u00ebher\u00eb i frym\u00ebzon punonj\u00ebsit.<\/p>\n

N\u00eb an\u00ebn e saj, rolet universale ofrojn\u00eb gjith\u00e7ka q\u00eb nxit k\u00ebnaq\u00ebsin\u00eb n\u00eb pun\u00eb: autonomi, mjeshtri dhe q\u00ebllim. Autonomia q\u00eb ata nuk varen nga ndonj\u00eb gj\u00eb p\u00ebr t\u00eb arritur suksesin. Mjesht\u00ebria q\u00ebndron tek avantazhet e forta konkurruese. Nd\u00ebrsa q\u00ebllimi p\u00ebrqendrohet n\u00eb mund\u00ebsin\u00eb e ndikimit mbi biznesin q\u00eb ata krijojn\u00eb. N\u00ebse arrijm\u00eb t\u00eb b\u00ebjm\u00eb q\u00eb njer\u00ebzit t\u00eb angazhohen me pun\u00ebn e tyre dhe t\u00eb ken\u00eb nj\u00eb ndikim t\u00eb madh mbi kompanin\u00eb, at\u00ebher\u00eb gjith\u00e7ka tjet\u00ebr do t\u00eb bie n\u00eb vendin e vet.
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