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在全球范围内，几个重要的公司决心做到“敏捷管理”，这增强了公司的能力迅速管理“内、外”转化而获得竞争优势。“敏捷”公司擅长的能力“检测不断变化的市场，迅速学会利用这些市场的变化，检测新技术，采用这些技术的组织文化”以将其纳入公司的同时保持他们的精神”，有效地利用它们来满足不断变化的标准在不同的市场”和适应”产品的个人偏好”。能够快速反应的反变换转化从而执行方法制作“快速决策”，为组织有效地利用信息技术是至关重要的。
管理信息系统（MIS）的方式是通过其程序，因此它必须毫不费力地达到一个公司的标准。管理信息系统的有用性是由系统使用的多少来衡量，无论最终用户与系统的内容，“关于MIS的功能良好的态度、目标”成果，是增加企业盈利能力。

On a global scale, several important firms are determined to attain “Agile management” as this enhances a company's capability to swiftly manage” internal and external” transformation and gain competitive advantage (Khosrow-Pour, 2001, p 831). An “agile” company is adept in its ability to “detect changing markets, rapidly learn to take advantage of these market changes, detect new techniques, adapt these techniques to organisational culture” in order to incorporate them into the company “while maintaining their spirit”, efficiently exploiting them to meet changing “standards in diverse markets” and adapting “products to individual preferences” (Desouza, 2006, p123). To be able to react rapidly to transformation by making “quick decisions” on methods to counter the transformation and consequently execute the methods, it is crucial for organisations to effectively utilise Information Technology (Khosrow-Pour, 2001, p 831).

A Management information System (MIS) is useful by way of its procedure and as such it must be effortlessly up to standard for a firm (Khosrow-Pour, 2001, p 831). The usefulness of MIS is measured by how much the system is utilised, whether end-users are content with the system, “favourable attitudes about MIS functions, achievement of objectives” and whether it increases business profitability (Khosrow-Pour, 2001, p 831).

MIS Risk
As an MIS system is made up of “hardware and software”, consequently transformations in the system make it susceptible to a “penalty of change” such as “system failure” or other costly time consuming risks (Khosrow-Pour, 2001, p 831). As such technology must be effectively applied to the MIS “infrastructure (hardware, software and data)” in order to eliminate or minimise system risk (Khosrow-Pour, 2001, p 831).

MIS issue
A “field research” at a UK bank to analyse a “multidisciplinary” move towards “empirical investigation” on handling Information Technology concluded that the dialogue between those “who request development of a management information system (MIS), the client or sponsor and the technologists” who build the systems usually creates a “confused picture” (Currie, 1995, p7). The clients are usually not clear about their systems requirements and consequently this leaves room for interpretation on the part of the “technologists” (Currie, 1995, p7). In addition, an “ad hoc approach” originates from problems experienced by “project managers” in detecting suitable “financial and non-financial performance” measures for continuous observing and managing of Information Technology projects (Currie, 1995, p7).

How to address the MIS issue
The issue is a result of miscommunication between the business and Information Technology. Management has to ensure that the dialogue between the two teams is effective and also that organisation goals such as high productivity and cost reduction are included in the planning of an MIS systems implementation or change.

Design/UCD Failures
Strategic Information Systems can sustain and “shape” business strategy to impact “organisational perfo