REAL-TIME IS TERRIFIC.

We get traffic data, stock quotes and sports scores virtually anything we want whenever we want it. But one day, real-time information just isn't going to cut it.

Think about it: Information of every type is becoming commoditized. Every web site, electronic gadget heck, even your car has real-time data features. These days, it's surprising if you can't get something instantaneously.

Which means at some point in the not-so-distant future, businesses will have to do more than simply react to the avalanche of real-time data, they'll have to be predictive, says Vivek Ranadiv . His opinion shouldn't be dismissed: Fresh from school in the mid-'80s, Ranadiv convinced the head of Goldman Sachs, Robert Rubin (yes, that Robert Rubin), to digitally streamline trading operations at the white-shoe firm. It was an event that essentially jumpstarted digitization on Wall Street. Ranadiv 's idea to use software to integrate all types of data was years ahead of his time, and so, it seems, are his latest musings on where technology and business are heading.

Ranadiv 's first book, "The Power of Now," hit the scene in 1999 and lauded real-time business. His second, "The Power to Predict," is just out and makes a good case for predictive business. He recently explained to me that it's no longer enough simply to analyze what happened in the past or sit with a pile of up-to-the-minute info. Rather, the goal is to marry trends gleaned from historical data with real-time information to help anticipate what will happen.

Right now, says Ranadiv , companies are doing very little to be predictive. They might have super-tight supply chains, a la Dell, but they're not doing much to anticipate such problems as a network going down or rampant customer dissatisfaction. As he puts it, "It's like we've been driving looking in the rear-view mirror."

That's not to say no one is using predictive methods. One company that's excelled in this area, according to Ranadiv , is Harrah's Entertainment. Chief Executive Gary Loveman is using technology to run a predictive operation no small feat, considering his business is basically about ensuring that millions of money-losing customers keep coming back.

you've probably played as much as you're going to, and b) you're not happy (no surprise there). But management also knows that it's got extra food at one of its restaurants and a couple of open seats to a magic show (which, according to your profile, you love). Because each customer uses a card that's encoded, a member of the hospitality staff can find which slot machine you're desperately feeding coins into. She presents you with restaurant vouchers and free tickets. Thrilled to be dined and entertained on the hotel's dime, you happily return at another time to gamble.

That's one way to use static, historical information (a customer's profile) with real-time data (that patron's gambling performance, a restaurant's food surplus, extra show seats) to ensure a business runs smoothly. But think beyond casinos. Think flu vaccinations. Think massive power outages. Think security. "If you find patterns and take action, it can have huge ramifications," says Ranadiv .

Indeed. Real-time data only provides a sliver of information in the present. But if it's combined with an armload of historical data, some powerful predictions can be made. My guess is the companies that employ such cutting-edge approaches will be the ones who thrive in the face of competition. Technology is always evolving, and one day, it will have to progress past real time for companies to distinguish themselves. At some point, static, albeit instantaneous, data won't be enough something to consider when weighing your investments.

These are my parting Techsmart thoughts, as I'm leaving SmartMoney.com to pursue other opportunities. In my seven years here I've witnessed bubbles and bursts, scandals and successes. Throughout it all, technology has remained a relevant and exciting place to invest I expect more of the same.

Thanks to all the readers over the years who have shared their feedback, insights and, yes, even their rants with me. As of March 31, I can be reached at monica.rivituso@yahoo.com.