Many management problem-solving approaches employ quantitative methods and virtually every business program requires students to take at least one statistical methods course.  In the last decade a proliferation of statistical tools has surfaced in many areas of business under the general category of analytics.  From operations management to marketing and decision making, quantitative methods dominate the curriculum and application community.

This paper explores the notion that such tools are being taught and applied in a manner that does a disservice to those relying on the results.  Using data and an example drawn from popular culture with a strong connection to the boardroom, this paper explores what is presented as a penchant to focus on what happens and fail to address the more interesting questions of why or how something happens.