Guest Editor: Carl Bate
Abstract Deadline: July 17, 2020
Article Deadline: August 20, 2020
As the COVID-19 pandemic encompasses humankind on a global scale, the demand for access to remote healthcare services has reached unparalleled levels. Telehealth has made it possible for doctors to communicate and administer healthcare services to patients remotely while mitigating exposure to the virus. The success of telehealth services during the pandemic has not only emphasized its integral role in the healthcare system, but it has underscored the need for ongoing advances in healthcare innovation to further improve remote patient-to-doctor accessibility, for present use and future crises.
Which brings us to mHealth. mHealth, a subset of telehealth, uses mobile technology and wireless devices to help achieve health care goals both remotely, for example via Remote Patient Monitoring, and within hospital settings.
An upcoming issue of Cutter Business Technology Journal, with Guest Editor Carl Bate, will explore how mHealth can help facilitate the remote delivery of healthcare services, now and in the future. It will also identify the opportunities, challenges, new advances and applications of mHealth innovations.
Articles ideas may include, but are not limited, to the following:
- Building on sand? EMR/EHR data is known to be of variable quality. How can mHealth help, but where might it make things worse?
- mData: Innovators like doc.ai are putting patients in control of their data. What is the future for medical data in the mHealth world? What are the new risks and opportunities?
- Adoption: Physicians face increasing pressures of cognitive workloads. How can mHealth help?
- Reimbursement: While the health economics may look compelling, who pays for mHealth, and why?
- How can innovations in the AI-field be used in mHealth, and where are we already seeing medical value?
- IoT -> IoM: From Internet of things to Internet of Mobile devices, what are the key mHealth innovations turning the phone into a medtech device? E.g. binah.ai, medpic, VisualDx et al
- Data Liquidity: Even though there are data standards (HL7, FHIR, IC10), these aren’t uniformly applied. What are new challenges and opportunities with mHealth for data integration and sharing across medical systems?
- Clinical Trials: What innovations can mHealth bring to trials, who are the trailblazers? E.g. Neurocast et al
- More Dr Google? Empowered and engaged patients can lead to better health outcomes. But this can also create tension in the patient-physician relationship. What does this mean for mHealth?
ARTICLE IDEAS. Please send article ideas (short paragraph/outline format) to Carl Bate and Christine Generali. Accepted articles due August 20, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Phil O'Reilly and Kevin O'Leary
Abstract Deadline: August 15, 2020
Article Deadline: October 1, 2020
The current pandemic has accelerated a shift toward digital transformation and underscored the necessity of having a robust digital infrastructure in place to support operations and a digital platform and business model to serve customers. Many of those who fared well in the financial services industry were already equipped with innovative, digital business models to support their customer’s financial needs. An upcoming issue of Cutter Business Technology Journal will explore the impact of COVID-19 on financial institutions, and the opportunities afforded by Fintech to influence economic growth.
Articles ideas may include, but are not limited, to the following:
- How are Fintech businesses thriving over traditional financial institutions during this pandemic?
- What digital platforms are playing a critical role in the ability of financial institutions to navigate COVID-19, continue business operations, and sustain growth?
- What role can digital technologies play in helping financial organizations survive and thrive in the new normal?
- What new financial strategies and operating models will enable businesses to respond to the digital disruption of COVID-disrupted traditional business models?
- What lessons can be learned from this crisis and applied to future financial business models/operating practices? How can business resilience be improved?
- What new Fintech innovations were launched successfully during the COVID-19 crisis?
- What new Fintech technology research/innovations are in the works?
- What challenges were met by financial institutions during the pandemic and how were they addressed?
- How did COVID-19 impact Fintech businesses/traditional banking?
- What have the unique impacts of COVID-19 been on financial services in developing nations and how can they accelerate digitization to be better prepared in the future?
- How did COVID-19 impact digital payments; remittance services?
- How were payment and settlement systems disrupted?
- How can SMEs recover with the use of fintech technologies?
- What operational risks were encountered during the pandemic such as the unavailability of critical staff, system capacity constraints, cybersecurity risk, FX volatility?
- How can a digital workplace be created?
- What new Fintech partnerships can we expect to see? What competitive advantage will they gain from these new partnerships?
- What will the future of consumer banking look like?
- How can Fintech help the gig economy and the underbanked?
ARTICLE IDEAS. Please send article ideas (short paragraph/outline format) to Philip O'Reilly, Kevin O'Leary and Christine Generali. Accepted articles due October 1, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Tom Teixeira
Abstract Deadline: closed
Article Deadline: July 20, 2020
COVID-19 presents novel challenges to executives across the globe, testing corporate risk/crisis management and business continuity plans under pressure like never before.
Though some performed well, countless governments, organizations and companies found themselves ill-prepared to address the scale of these challenges. This was due in large part to their reliance on established, static risk management approaches that have proven to be ineffective at scale. These approaches, being considered more and more as outdated by senior management, have hindered decision-making, slowed delegation, and held up implementation of appropriate response measures.
Though we are still in the midst of this crisis, it provides us with an opportunity to rethink our risk management strategies and to build our resilience for the future. Taking a proactive risk management approach empowers leaders with the ability to anticipate, prepare for, and respond to emerging risks in a shifting global business climate.
What does proactive risk management look like?
- Shifts risk management thinking from a reactive “measure and manage” approach to an anticipatory “sense and respond” approach
- Employs predictive risk identification techniques such as horizon scanning and key risk indicator (KRI) monitoring to detect, predict, and monitor emerging risks
- Proactively manages high-velocity emerging risks through executive oversight and a disruptive management team
- Utilizes predictive data analytics supported by AI/ML technologies to anticipate emerging risks and create a forward-thinking environment
- Leverages new risk models and approaches that can be continually updated to enable accurate understanding and rapid response to a changing business landscape
- Stress-tests crisis management plans
- Ensures a culture of solid, empathetic leadership and communication
An upcoming issue of Cutter Business Technology Journal with Guest Editor Tom Teixeira will address the strategies, processes, tools, technologies, and culture necessary to ensure a proactive approach to risk/crisis management and business continuity planning.
We welcome your insight on any, or a combination of, the following discussion points:
- What best practices can help you identify, prioritize, and respond to emerging risks?
- What are some new/updated risk management models?
- What tools/strategies will get businesses up and running sooner?
- How can you ensure the continuity of business operations during a crisis?
- What are the latest trends in risk-based thinking? What technologies enable this thinking?
- What technologies can be used to better predict/manage risk?
- How can leaders be better prepared for the next crisis?
- What leadership style is necessary to sense and respond to emerging risks?
- How can the concept of risk velocity be factored into the overall risk assessment and monitoring process?
- How can a disruptive management approach be used to proactively manage risk?
- What metrics are needed to forecast risk?
- What does the new norm look like?
- What lessons can be learned from a crisis and applied to future business models/operating practices? How can business resilience be improved?
- How can you prepare and adjust for business fluctuations/disruptions?
- What forecasting tools are needed to anticipate changes in the business landscape?
- What kind of governance is necessary to efficiently manage a crisis?
ARTICLE IDEAS. Please send article ideas (short paragraph/outline format) to Tom Teixeira and Christine Generali (firstname.lastname@example.org and email@example.com). Accepted articles due June 15, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Steve Andriole
Abstract Deadline: closed
Article Deadline: May 25, 2020
The COVID-19 pandemic has thrown our world into a state of unprecedented turmoil. Governments have insisted that businesses instruct their employees to work from home, hoping to contain the virus while triggering as little business disruption as possible. Predictably, this “new normal” has brought unique adjustment challenges for employers and employees alike.
We technologists and business leaders must look into our toolboxes for help. What strategies and/or technologies can we adopt to conduct productive distributed team meetings or to facilitate online learning? How can businesses ride out a pandemic with minimal cost cutting measures? How can we enable and maintain positive customer relationships?
An upcoming issue of Cutter Business Technology Journal with Guest Editor Dr. Steve Andriole, a Cutter Consortium Fellow and Professor of Business Technology at Villanova University, will address the priorities technology and business leaders should focus on to conscientiously manage the impact of a pandemic on their business and workforce. We welcome your insight on any, or a combination of, the following discussion points.
What strategies, practices, collaboration tools, and technologies can be leveraged during a crisis to:
- Transition your workforce successfully from on-site to remote environments
- Effectively manage employees and distributed teams remotely
- Inspire employees to stay motivated, engaged, and productive; strengthen company culture; ensure transparency and open communications
- Ensure the provision of IT/infrastructure support
- Ensure compliance with data privacy/security practices with an increase in remote platform/device usage
Other article ideas might include:
- How can relationships, connections, and communications with customers be maintained? How can you provide a consistent customer experience during a crisis?
- How can you safeguard the continuity of business operations during a crisis?
- How can you prepare and adjust for business fluctuations/disruptions?
- How can costs be optimized and business valued delivered?
- If necessary, what cost saving/reduction measures can be implemented with minimal disruption?
- What creative measures can be taken to avoid layoffs (to preserve company morale and ensure sufficient resources exist to resume operations post-crisis)?
- How might business continuity plans be modified to ensure preparation for the next crisis?
- What lessons can be learned from a crisis and applied to future business models/operating practices? How can you increase your business resilience?
ARTICLE IDEAS. Please send article ideas (short paragraph/outline format) to Steve Andriole and Christine Generali (firstname.lastname@example.org and email@example.com). Accepted articles due May 15, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
These notes are intended to give authors some guidance and direction for articles submitted to Cutter Business Technology Journal (CBTJ) for publication.
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1DeMarco, Tom, and Timothy Lister. Waltzing with Bears: Managing Risk on Software Projects. Dorset House, 2003.
2In this survey, “innovation” refers to any new initiatives to introduce innovative, leading-edge, or unconventional software project development methods, processes, tools, or techniques.
3Hall, Curt. “AI & Machine Learning in the Enterprise, Part XI: Success of AI Application Development Efforts.” Cutter Consortium Data Analytics & Digital Technologies, Executive Update, Vol. 19, No. 3, 2019.
4DeMarco and Lister (see 1).
5“Smart grid.” Wikipedia.
||Fintech: COVID 19 Impact and Opportunities for Economic Growth
||Phil O'Reilly and Kevin O'Leary
||mHealth: The New Frontier in Healthcare
||Proactive Risk Management
||How Technology and Business Leaders Help in a Crisis
||Beyond Automation: AI, ML, RPA
||Trust: Is IT the Problem or the Solution?
||Want Happy Customers? Make Your Employees Happy!
||Business Technology Trends and Predictions: 2020
||Data Architecture is Really About People
||Martijn ten Nepal
||Blockchain: New Industry Trends, Developments, Use Cases
||Blockchain: Here to Stay?
||Digital Architecture: The Spark for Transformation
||Gar Mac Críosta
||Caution! AI Consequences Ahead
||Is Software Eating the World?
||Cutting Edge Agile II
||Technology-Empowered Solutions: Redefining Decision Support
||Dr. Karen Neville and Dr. Andrew Pope
||Cutting Edge Agile
||The Next Frontier in Automation: Opportunities, Challenges and Impact
||Business Technology Trends & Predictions 2019
||Fintech: Emerging Trends, Future Directions
||Riding the Next Wave of Cloud Computing
||Frank Khan Sullivan
||Building a Digital Business Starts with Data
||The Critical Need for Governance
||Architecture + Agile: The Yin & Yang of Organizational Agility
||Fog/Edge Computing: Opportunities, Case Studies, Challenges
||Transforming the Customer Experience
||Blockchain: Where Are We Now? Where Are We Headed?
||A Disciplined Agile Approach to Business Agility
||Scott Ambler and Mark Lines
||AI: Fear It, Face It, or Embrace It
||Business Technology Trends and Predictions 2018
||Change Leadership in a Digital Era
||Trends in Big Data Technologies and Analytics
||Insurtech: Reinventing the Insurance Industry
||Agile Leadership: Foundation for Organizational Agility
||The Industrial Internet: Driving Digital Transformation
||Leveraging Enterprise Architecture for Digital Disruption
||Beyond Fintech: New Frontiers
||The Frontier of Fintech Innovation
||Business Opportunities in the New Digital Age
||Information Superiority and Digital Capital
||Borys Stokalski and Bogumil Kaminski
||The 21st Century Technology Leader
||Technology Trends, Predictions, and Reflections 2017
||FinTech and the Digitization of Financial Services
||Cognitive Computing: Applications, Trends, and Implications
||Business-Driven Digital Transformation
||Security in the Internet of Everything Era
||Patrikakis Charlalampos and George Loukas
||Cultivating Success in Big Data Analytics
||The Role of Ethics in Algorithm Design
||IoT Data Management and Analytics
||Bhuvan Unhelkar and San Murugesan
||Technical Debt: The Continued Burden On Software Innovation
||Disruption and Emergence: What do they mean for Enterprise Architecture?
||Technology Trends and Predictions: 2016