link, distribution, and historical planning modules. The human resource module was added next to meet other corporate information needs. Finally, the retail module was developed to provide information about customers and sales that was not included in the SIL module but is important to marketing efforts. The EIS at Fisher-Price continues to evolve. At the present time, the finance module is being developed. It was not developed earlier because of the adequacy of existing reporting systems. The EIS has passed a test associated with many Eis failures: turnover of the executive sponsor. Even though the president and all of the vice presidents at Fisher-Price have changed, the Eis continues to be an integral part of management processes at Fisher- Price. The SBO method offers a number of strengths and benefits. The design of tiie Eis is tied to the firm's strategic business objectives. Attention is focused on those business processes crucial to satisfying the strategic business objectives. Information is made available to a broad base of organizational personnel responsible for managing and performing the activities in the critical business processes. This results in a large number of supportive users who make the EK an integral part of performing their jobs. Because of the attention given to business processes that often cut across functional areas, more attention is given to interdepartmental relationships. A modular, evolu- tionary plan for the development of the EIS is generated that satisfies the most important organizational information needs first and allows for a manageable devel- opment of the EIS. The SBO method results in a system that meets the key information needs of personnel throughout the organization. It is interesting to note that this was the objective of management information systems (MS) in the 1960s. By and large, this objective was not achieved for a variety of reasons. Many users, especially executives, were not prepared or trained to be computer users; the technology to build and deliver systems was inadequate; and systems designers typically did not possess the skills or experience to create systems of this type. These conditions are now considerably different A comprehensive, organization-wide EK fulfills the hopes for MIS in the 1960s.
The SBO method can be described as a top-down approach. The EIS is designed to support the objectives of the organization as articulated by top management The processes used to achieve these objectives are identified and information needed to support and monitor these objectives and processes is provided. Access to information is pushed as low in the organization as is needed in order to achieve the firm's objectives.