The article discusses the differences in the private and public sector's use of the executive information systems (EIS). The author states that advances in the development of EIS have predominantly occurred in the private sector, with far less process taking place in the public sector. The article cites an EIS implemented for the New York State Office of General Services (OGS). The author explains that the system is being used in different and creative ways, leading to a change in the organization's culture, with implicit and explicit impact on the focus of the organization and its measurement systems. An important feature of the system is its very low development cost and the sensitivity to cost and risk inhibits development in public agencies, and in the private sector as well.