Dominoes are familiar to many people — some play games with them, some line them up to form shapes and others just enjoy watching them fall. But did you know that dominoes can also be used as a tool for data science? With Domino Data Lab, you can use an end to end data science platform to design, prototype and deploy models into production.
Domino Data Lab integrates with popular open source and commercial platforms like Bitbucket, GitHub and AWS so you can keep track of your version control changes and spin up interactive workspaces of different sizes to explore your data. You can even connect to your database and run jobs to generate model results. Domino is an essential tool for data science teams who need a single place to manage the entire process.
Unlike some other toy toys that lose their appeal after a few uses, dominoes have stood the test of time. They are still popular today and can be found in homes, schools, and public libraries around the world. Some people prefer to line them up in straight or curved lines, while others create grids that form pictures or 3D structures like towers and pyramids. And some people have turned their love of dominoes into an art form, creating mind-blowing designs that make for beautiful displays.
The individual pieces of a domino set are called tiles, bones, cards, men, or pieces. They are normally twice as long as they are wide, which makes it easier to re-stack them after use. They have a line in the middle to divide them visually into two squares that are commonly called ends, and each end has a value indicated by one or more spots (or pips). In the most common variant, double-blank tiles count as either zero or twelve depending on the rule variation being played.
Most domino games are positional, meaning that each player takes a turn playing a tile on the table so that it touches both adjacent sides of another tile (or multiple tiles) that have either a specific number on both or no numbers at all. The player who scores the most points over a given number of rounds wins.
Domino’s was having trouble with its customer service, and Doyle knew that the company’s best option for survival was to change things up. That meant introducing new pizzas and other products, but it also meant addressing the root cause of the problem: lack of effective leadership.
To begin, Doyle analyzed the company’s employee-related metrics, including turnover and training. He then spoke with workers to get a sense of what they wanted from the company. He then began implementing some of the changes that had been recommended. Over the next year, Domino’s saw a significant improvement in its performance, and within four years, the company was back on top. By 2004, Domino’s was earning more than $943 million a year, which made it one of the fastest-growing companies in history.