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Current Changes in Executive Work and How to Handle Them by Redesigning Executive Information Systems

In: Accounting Information Systems for Decision Making

Author

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  • Jörg H. Mayer

    (University of St.Gallen, Institute of Information Management)

Abstract

Executives in Europe have significantly expanded their role in operations—in parallel to their strategic leadership. At the same time, they need to make decisions faster than in the past. Redesigned executive information systems (EIS) should support top managers in their new roles. This article examines how corporate management is evolving, and what issues a redesigned EIS should address. Embracing a “new normal” environment, we arrive at four prescriptive statements for an EIS architecture that is more business-driven than the state of the art. This architecture differs by applying a business-to-IT approach, designed in four layers: strategy, organization, alignment, and IT support. With such a structure, it is possible to “drill-through” to information needed to executives’ more operational decisions. Furthermore the proposed architecture balances key performance indicators from five information clusters for accelerating executives’ decision making: financial accounting, management accounting, compliance management, program management, and cash flow and liquidity management.

Suggested Citation

  • Jörg H. Mayer, 2013. "Current Changes in Executive Work and How to Handle Them by Redesigning Executive Information Systems," Lecture Notes in Information Systems and Organization, in: Daniela Mancini & Eddy H. J. Vaassen & Renata Paola Dameri (ed.), Accounting Information Systems for Decision Making, edition 127, pages 151-173, Springer.
    • Handle: RePEc:spr:lnichp:978-3-642-35761-9_9
    DOI: 10.1007/978-3-642-35761-9_9
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