<Li> Business change: The best information systems succeed in delivering benefits through the achievement of change within the business systems, but people do not appreciate change that makes new demands upon their skills in the ways that new information systems often do . Contrary to common expectations, there is some evidence that the public sector has succeeded with information technology induced business change . </Li> <Li> Business operations: With new systems in place, with business processes and business information improved, and with staff finally ready and able to work with new processes, then the business can get to work, even when new systems extend far beyond the boundaries of a single business . </Li> <Li> Performance management: Investments are no longer solely about financial results, financial success must be balanced with internal efficiency, customer satisfaction, and with organisational learning and development . </Li> <P> There are always many ways to see a business, and the information management viewpoint is only one way . It is important to remember that other areas of business activity will also contribute to strategy--it is not only good information management that moves a business forwards . Corporate governance, human resource management, product development and marketing will all have an important role to play in strategic ways, and we must not see one domain of activity alone as the sole source of strategic success . On the other hand, corporate governance, human resource management, product development and marketing are all dependent on effective information management, and so in the final analysis our competency to manage information well, on the broad basis that is offered here, can be said to be predominant . </P>

The major source of information for the activity management system is