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In the strategy and operations space, the cost of guessing wrong is rising. Or, as our colleagues in the renascent field of analytics suggest, the cost of guessing at all  is one we should put behind us. While there is comfort in intuition, a better answer is out there: Not acting on it represents an opportunity lost, and potentially money left on the table. In this issue of Deloitte Review,  we consider analytics and its implications for business strategy and operations.