Youve probably heard a lot about Business Analytics lately it is a term that is thrown around with other vague notions like added value, ecosystem, and integration. If we keep it vague, firms wont be able to embrace it, wont recognize when theyve got it, and cant compare it to not having it. Yet Business Analytics is one of those things that defy strict definition, even to those of us who build Business Analytics every day.

Business Analytics feels different from simple graphs derived from a spreadsheet, even different from a finely tuned executive dashboard using the best available Balanced Scorecard practices. It is different from Six Sigma measures of process performance. But if these arent it, what is it?

For the moment Ill sidestep the challenge of strict definition and try to lend some identifying characteristics to Business Analytics. Think of these as signature features that if present, probably mean that you are somewhere in that space, somewhere near the arena of good practice a place we like to call a Next Generation Enterprise.

Business Analytics has the feel of search. BA is not static, not a bunch of numbers in a pre-ordered formatgood BA starts with nothing but a notion of I know what I want when I see it. Therefore you might start with typing a phrase such as how many blue widgets with the optional thingy did we produce last quarter? Hmmmlower than I thoughtwas it a seasonal thing? Ill now compare that to different quarters across the yearshmmmyepit does appear to be seasonal. I wonder if the red widgets are similarly effected? If such free-flowing navigation is not on par with your favorite search engine, you probably dont possess Business Analytics.

Business Analytics allows for user-driven, rule-based automation. If people are thinking about their jobs, and thinking about their firms, they also should be thinking about what vital information might trigger an important action. Lets say that youve noticed that whenever a competitor adds a new product line, unit prices follow a distinctive curve over two quarters. Any BA system worth its salt should let you take that idea, describe it in a non-programmatic way, and have the system automatically support or refute that hypothesis over time.

Business Analytics measures everything. I know a certain software CEO who has measured every hit to the companys website since 1994. Theyve committed every email archive to a freeform searchable repository. Each year when the Nobel Prizes are awarded, they know within minutes whether the winner owns their software, uses it regularly, and how many interactions theyve shared. Now this is a bit radical, I knowbut the overarching point here is that storing data comes at a near-zero cost, and data is the basic fuel of good analytics. You cant hope to know in advance what data someone might need to do some innovative study -- why not err on the side of too much data than the more frequent stance of collecting just enough data to get by?

So your homework is this: think of one basic, fundamental question that you could ask about your company a question that anyone outside the firm might want to know. Then see how much energy, time, and consternation this question generates.

If you are in a car company, you might ask: How many white XLC pickups did we sell in Nebraska in 1987?

If you are in a drug company, you might ask: how many labor-hours went into the development of our latest cholesterol drug?

If you are in a retailer, you might ask: which store has the best ratio of sales to floor space?

These are fairly simple, straightforward questions, wouldnt you agree? This is data the company should be studying regularly, and therefore should be within someones grasp at a moments notice. I suspect that you will find that more often than not, this data will be surprisingly difficult and expensive to acquire.

Firms talk a big game these days about innovation unleashing the intellectual power of its talent to solve tough problems. But if we havent given our talent access to the most basic ingredient of innovation, such talk is exactly that.

George Danner