Strategic information from computing: which capabilities enable information systems to support long-range planning and executive decision-making?

Introduction / Context:
Strategic Information Systems (SIS) go beyond operational reporting to shape long-term direction. They combine data, models, and interfaces that help executives explore futures, weigh trade-offs, and align initiatives with strategy. Understanding their capabilities clarifies investment priorities for analytics and planning platforms.

Given Data / Assumptions:

• Executives need structured methods for comparing alternatives.
• Corporate models (financial, market, capacity) support scenario planning.
• Well-designed systems prompt managerial reflection rather than rote acceptance.

Concept / Approach:
Decision analysis brings formal tools (e.g., payoff matrices, sensitivity analysis, risk modeling) to strategic choices. Corporate planning models integrate drivers across functions (sales, costs, capex) and time horizons. Interfaces such as dashboards and what-if workbenches stimulate thinking by revealing assumptions and consequences transparently. Together these features elevate the discussion from data recall to strategic insight.

Step-by-Step Solution:

Verification / Alternative check:
Case studies of effective SIS implementations show adoption when systems provide both rigorous analysis and intuitive exploration, prompting managerial deliberation.

Why Other Options Are Wrong:
Each single capability helps, but strategic impact arises from their combination; hence “All of the above.”

Common Pitfalls:
Overemphasizing dashboards without underlying models; or using models without engaging interfaces that encourage reflection.

Final Answer:
All of the above