Part ome of a
three-part series
on erecutive tn-
formation sys-
tems (EIS) and
decision-support
systems (DSS)—
technologies that
enable execu-
tives to gain di-
rect access to in-
formation. ——
The competi-
tiveness and sur-
vival of the cor-
poration of the
future will depend on effective use of
information. Innovative managers are
aware of how computers, networks,
workstations, CD ROMS5, touch-sereens
and so on can enable executives to ac-
cess information directly and make bet-
ter decisions. By using these technolo-
gies, decision makers gain access to
worldwide databases, computer power

and versatile decision-support software. : B

ANE is a form of decislon-support,

soltware designed for executives. These
systems are also referred to as execu-
tive decision support and, more recently,
executive support systems (ESS). The
concept continues to be redefined as the
technology changes.

Simply stated, an EIS is a computer-
based system designed for executives to
gain insight into and to keep track of
critical success factors via easy-to-use
interfaces. An EIS should be able to in-
corporate the unigue decision-making
style of an executive and supply the in-.
formation necessary to monitor the ex-

- ecutive's critical success factors in a
timely and accurate fashion.

Many executives, of course, have their
apprehensions about using computer
systems. Some have a phobia about, key:
boards, which is why most EIS applica-
tions use a mouse or a touch-sereen as
the user interface. Perhaps the most im-
portant aspect in its acceptability is
how well an ES can suit the work style
of individual executives.

Vendors of EIS products are produc-
ing systems that are easier to use and. -
ineorporate more user-friendly front
ends. These systems are increasingly ac-
ceptable to a new generation of execu:

their

The use of computers has redefined
how corporations are i

remain competitive. A veli built BIS ap-
plication can be an early-warning sys-

lem kat helps executives pinpolnt prob-
marketplace. > piti se

to

tives who are not as computer-phobic as
predecessors.

pC WEEKNAPPLIGATION DEVELOPMENT

APPLIED INTELLIGENCE

rting, which allows an executive to
kk spot. variances. "Drili-down" sup-
port-—the capability to view supporting
detailed numbers for a ;
number —is provided by most EIS prod-
ucts as a hierarchy (or layering) of
reports.

An EIS program can connect an exec-
utive to internal and external data
sources. Most, EIS software provides
links to Dow Jones News Retrieval.
"Links to other industry-specific data
sources can be built. Some EIS products
include interfaces to office-automation
software for transmission of electronic '
messages and interfaces to the vendor's
decision-support tool for viewing data in

SI USE

— An EIS should

incorporate the
of an executive and supply
monitor the executive's critical success

the information

databases on the host. In some cases,
data is downloaded to the micro to en-
sure guick response time. In those cases,
the data is refreshed on demand or as a
batch job on the host.

'The software used to build an EIS ap-
plication takes full advantage of the mi-
erocomputer's graphic and color capabil-
ities. Icons are used extensively for
menu-driven systems and function-key
cehoices. Dependence on the keyboard is
minimized through use of a touch-screen
or a mouse. č

An EIS application provides the man-
ager with access to information in both

phic and report formats. Reports
(ani their formats) are predetermined

unigue decision-making style
necessary to

Jactors accurately.

— EIS Helps Managers Gain Insight into Factors for Success

ic-mail facility-An executive.can use the
keyboard to type a message or select a
preformatted message from a list of
choices. The message can be sent elec-
tronically, together with a copy of the
report or graph being viewed by the ex-
ecutive, to another executive in the
company. ;

For executives who wish to do their
own ad hoc gueries of corporate data-
bases and their own analysis, EIS soft
ware provides links to other applica-
tions. These links range from access to
decision-support databases to download-
ing data into Lotus 1-2-3 spreadsheets.
Generally, executives delegate this type
of analysis to their staffs.

The two major players in the current
EIS marketplace are Commander EIS,
from Comshare Inc., and Command Cen-
ter, from Pilot Executive Software. Oth-
er DSS software vendors also offer a
configuration of their software that can
be used to build EIS applications. These
vendors include Information Resources
and Computer Associates.

The success or failure of an EIS is

- more than a function of the manage-

ment support, and'the power'and"
friendliness of the software, Too often, ,
EIS success depends on the guality of
the data stored on the host, and the
massaging and filtering reguired before
the data is consistent and "correct."

A first-step EIS might be one that pro-
duces the same graphs and reports the
executive is used to secing. The execu-
tive might feel that the interface and
the "drill-down'" feature make it easier
to review the information but are hard:
ly worth the considerable time and ex-
pense associated with EIS applications.
A critical success factor for the EIS is to
support the next step—a strategically
important application.

- Implementing a successful EIS is not
simple. 1t reguires a large investment of
time and money, constant support from
top management, a dedicated and com-
petent implementation team, and ongo-
ing enhancement reguirements. Resis-
tance must be expected and corporate

. politics considered. .

Not all EIS applications have been
successful, just as not all DSS applica-
lions have been successful. Top manage.
ment in companies with successful EIS
applications consider them worth the in-
vestment. Despite the frustrations and
difficulties, the executive sponsors of
the systems recognize the benefits: the
ability to make better decisions and to
Teact faster to changes in the business

or in their competition. ;

Next week, we will look at —
that increase the efficiency and effec.
the decision. n-making — a

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