Are you me? I also built out a body of research in a healthcare company about how to engage clinicians using data, that stopped us from making some mistakes until we got acquired. No doctor (or chief of staff, or chief medical officer, or anyone besides an actual data analyst) will slice and dice their data. Doctors won't even listen to a non-peer clinician discuss data with them, let alone their administrators.

In my timeline, I told the engineering team that all of their work was almost certainly for naught, that all the research said this product would completely fail, and we were basically just doing it for managerial and contractual obligations.

This gave engineering the freedom to use whatever technologies and conduct whatever technical experiments they wanted, since no-one would ever use the product, and it'd likely be shut down soon after launch for disuse.

A key hospital partner gave us a couple dozen docs to test it with. I interviewed them about how they measured their work and impact, and the data they used to improve their craft and outcomes. I asked them to review every measure on the dashboard, explain their understanding of it, and explain how their work or behavior would change based on that.

Almost to a person, the doctors said there was nothing of use to them there, as the research predicted. Some of these doctors were on the committee that specified the measures they would themselves be seeing.

The product was launched with great managerial acclaim, and promptly sunset 12 months later from disuse.