Changing the image of expert systems from sensational to organizational tools

Expert systems (ES) are taking an influential place in corporate automation agendas. In several firms, ES have achieved respectability as value-added organizational tools by making significant bottom-line dents and productivity improvements. Growing numbers of managers are showing interest in ES, but are unsure of their viability or how to start using them since they are relatively unconventional systems in business domains. Those who have been involved in getting ES implemented provide valuable guidance to prospective developers. This paper presents the insights of ES developers and consultants on key issues influencing ES initiation and development. Key issues are categorized into cultural and political issues and development and maintenance issues. A case study of Burlington Industries describes their initial experiences with ES development