This paper discusses the guidelines applied by the Ohio Board of Regents (OBR) for executive involvement in the development and implementation of information systems. It is a case study of how the OBR successfully designed, installed, and used an information system based on six guidelines developed in "Administrative Data Processing: The Case for Executive Management Involvement" from the National Center for Higher Education Management Systems, 1975. These guidelines advocate (1) distinguishing between the substance of the decision process and the logistics/technology of systems, (2) reorganizing administrative structures to reflect function, (3) using the information system in the long range planning process and budgetary and allocation systems, (4) recognizing realistically the costs, the benefits, and the time needed for development, (5) creating wide-scale involvement at all levels and in all relevant departments, and (6) creating an environment for administrative units that promotes mutual interdependence rather than self sufficiency. Several exhibits provide examples of the output of such an information system. (DAG)