Abstract
The executive information system (EIS) has long promised to provide executives with computing power and information access. The reality is that the EIS of today is moving down the organisational structure and the executive is still waiting for the benefits of information technology. This paper describes and extends an executive implementation methodology as a tool in re-engineering executive work practices in two Australian firms. It first describes the nexus between computing, executive management style and information systems. Then it discusses action research, as carried out on two small Australian companies. In using this methodology particular attention was paid to addressing any inherent weaknesses. The outcomes provided one executive with information tools that allowed for an extension of his creative work processes and the other with rapid internal monitoring of crucial production data. In the former case, all aspects of the methodology were successful, however the latter was flawed due to external commercial forces.
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