Guest Editor: Noah Barsky
Abstract Deadline: April 23, 2021
Article Deadline: May 21, 2021
Companies scrambled to respond to the upheaval caused by the COVID-19 pandemic. Over a year later, many organizations wonder what the post-pandemic future holds. To help leaders prepare to navigate the “Next Normal” of the business world, this special issue seeks articles that identify, analyze and explore the implications of recent business agility needs, digital acceleration, remote work expectations, emerging technologies and uncertain market dynamics. Specifically, articles will focus on key “lessons learned” during the pandemic that will have lasting and substantive effects on business for the intermediate and longer term.
Regardless of industry, sector or geographies, businesses will need significant technological investment, oversight, and expertise. C-suite executives are grappling with long-term strategies to differentiate from competitors and provide value to customers. Boards are deliberating the consequences of not moving fast enough to gain market share and solidify customer loyalty, while keeping a close watch on governance and compliance responsibilities. All of this turmoil creates both great risk and opportunity.
Performance measurement will also undergo greater scrutiny in the upcoming years. Strategic imperatives and digital transformation need adequate funding. Will new business models yield sufficient margins and generate sufficient cash flow to justify such expenditures? How will fintech and novel liquidity arrangements facilitate business change? How will investors and creditors view and value new business alliances? Links between performance, incentives and compensation are also likely to evolve to match changing business expectations.
An upcoming issue of Cutter Business Technology Journal with Guest Editor Noah Barsky invites articles that address leadership lessons learned and lasting best management practices that arose from the myriad challenges of the pandemic. Each submission should substantively address the timeless question that challenges executives: will leaders shape the future or allow it to define them?
Article ideas may include, but are not limited, to the following:
- Which recent leadership lessons and success stories are transferrable across industries/sectors/geographies?
- What are the lasting lessons that will change senior leadership skills/approaches/incentives?
- What are the best practices for technology leaders to be responsive to remote work expectations?
- What governance issues are most pertinent for board agendas?
- How can startup/small/medium size businesses keep pace with the technology resource advantages of larger organizations?
- How do cloud technologies alter IT budgets/responsibilities/performance metrics?
- Will simply restoring IT budgets to pre-pandemic levels really help tech teams stressed to support remote work, modernize customer experiences and mitigate cyber threats?
- How can companies simultaneously spur innovation while maintaining core operations in the facing of rapidly changing market forces?
- Many companies will be in need of turnaround leadership. What are characteristics should boards seek when hiring such executives?
- How should c-suite leaders direct strategy development, operational goal setting and financial expectations?
- How can companies best manage escalating technical debt?
- How can companies best attract, retain and develop talent - benefits/compensation/advancement/work location?
- How can companies best plan to adopt and integrate new AI and other emerging technologies into business operations?
- What is the future for data and analytics technologies/departments/consultants?
- How will business risk modeling/management/disclosure evolve?
- What are examples of companies that were well-prepared for pandemic’s challenges? What advantages and resources did they bring?
- How will cybersecurity concerns and technology advances shape management’s future decisions?
- What policies, procedures, practices, and training should be implemented to ensure the integrity, performance and accountability of remote work?
- What investments in learning & development are most crucial for executives to endorse and support in the next year/five years/decade?
- Businesses work with governments and other organizations to accelerate vaccines and support public health initiatives. What are the implications, challenges and prospects of future business and public sector partnerships?
FOR CONSIDERATION: Please send an abstract (~ 300 words or less of proposed article scope and author(s) bio) to Noah Barsky and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Dave Cherry
Abstract Deadline: April 19, 2021
Article Deadline: May 21, 2021
Over the last 20+ years, many organizations have turned towards analytics to deliver business value, drive digital transformations and improve their competitive advantage. However, most are not successful. A majority of analytics projects fail to deliver the expected ROI. Reports on success rates of specific advanced analytics capabilities including cognitive, machine learning and more suggest even lower rates of success.
Yet as analytics leaders continue to expand their breadth and impact in organizations, out from the furthest depths of the IT department to seats at the table of the executive leadership team with Chief Data Officers and Chief Analytics Officers, collectively we must improve the value delivery from analytics to remain there. While many have put forth reasonable (yet often incomplete) definitions of “Analytics”, I advocate for this value-based definition: “Analytics is the use of advanced mathematical techniques to identify, explain or predict patterns in data that improve decision making confidence to create value.”
Essentially, it we are not delivering value from analytics, our efforts will simply become interesting business anecdotes, reserved for casual conversation and susceptible to elimination at the hand of cost cutting reorganizations designed to optimize organizational efficiencies.
So as organizations continue to make meaningful and lasting progress along the analytics maturity curve, we must help them identify priority actions (critical in value, volume or both) where improved confidence in decision-making is necessary. Next, we must deliver analytics models using the most appropriate techniques to swiftly and accurately deliver results in a timely and business-friendly method. And we must measure the value creation!
With that in mind, an upcoming issue of Cutter Business Technology Journal with Guest Editor Dave Cherry invites articles that address the latest trends in analytical capabilities along with proven tactical approaches to ensure that they deliver measurable business value.
Article ideas may include, but are not limited, to the following:
- How can an organization accurately and efficiently measure the business value generated by analytics projects?
- How can an organization identify and prioritize the most important opportunities for analytics to drive incremental business value?
- What attributes of specific industries either enhance or inhibit the potential for analytics to deliver business value?
- What attributes of specific organizational designs, communities of practice, or specific leaders either enhance or inhibit the potential for analytics to deliver business value?
- How can organizations ensure that analytics projects are smarter, more practical/implementable and also scalable?
- How can organizations leverage massive disparate data sets across numerous applications, data warehouses, data lakes and more to deliver value without massive investment and long duration efforts?
- What new analytical capabilities may enhance or accelerate value creation?
- What skillsets are required by both business leaders, analytics leaders and data scientists to ensure that they can collaborate and communicate effectively in the common pursuit of business value?
- How can we identify the “right” data set that is necessary to deliver impactful insights that improve decision making confidence? How can we bust the myth that “more data is better”?
- How can analytics operations learn from agile and devops practices to create similar models of efficiency for developing, testing and deploying analytics models at scale?
- What approach or organizational model is best equipped to enable analytics to become fully embedded in the business operational processes so that analytics becomes a core business function?
- How do we ensure there is no longer a stand-alone analytics strategy, but just a business strategy enabled by analytics?
- How have consumer behaviors, capabilities and expectations changed that impact how an organization must leverage analytics to meet these expectations and deliver value?
- Has the COVID-19 pandemic impacted the potential for business value from analytics? If so, how and what can organizations do to adapt?
- How does the workforce need to adapt to improve the probability that analytics projects deliver on the promise of business value?
- Discuss the emerging trends that can be leveraged to improve an organization’s ability to achieve value from analytics projects.
FOR CONSIDERATION: Please send an abstract (~ 300 words or less of proposed article scope and author(s) bio) to Dave Cherry and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Michael Eiden
Abstract Deadline: March 29, 2021
Article Deadline: April 30, 2021
Advances in AI technology, development, and adoption have accelerated in the past year, most notably in the healthcare industry. The global pandemic amplified the urgency to adopt AI solutions or to fast-track AI innovations in progress. Healthcare deployed AI-enabled technologies for contact tracing, modelling, testing and virus diagnosis, data analysis and insight, and outbreak prediction. Beyond medicine, other industries have made significant investments in AI research and implementation to ensure survival and competitive advantage in a turbulent business economy.
But along with the good AI brings, comes controversy. Issues such as privacy violations stemming from the use of facial recognition technologies, AI’s role in furthering bias in the workplace, and its enablement of discriminatory lending practices raises alarms over the ethical basis of AI technologies. This calls into question the policies and practices necessary to ensure AI’s objectivity and accountability.
An upcoming issue of Cutter Business Technology Journal with Guest Editor Michael Eiden invites articles that address new research, emerging trends, innovations, applications, and solutions offered by AI-enabled technologies as well as ethical considerations and social implications.
Articles ideas may include, but are not limited, to the following:
- What new AI technology trends/research/innovations are in the works?
- What AI technologies/applications/solutions are helping the world address COVID-19 and other challenges?
- What industries have been transformed by AI and how?
- Discuss the emerging market for technology and applications enabled by AI and ML systems such as IoT, automation, edge AI, data and AI democratization, NLP, facial recognition, autonomous vehicles, RPA, AI engineering, federated AI, etc.
- How will AI impact the adoption of cloud solutions?
- How can the enduring issue of AI and unintended consequences be addressed?
- How can AI technologies be secured; how can personal privacy and data be safeguarded?
- What about AI and ethics? How can the bias and discrimination in algorithmic decision-making be avoided (ie. with loan applications, hiring, prison sentencing, parole)?
- How can AI solutions advance a more diverse and inclusive workplace?
- Considering recent enforcement actions by the FTC on the misuse of facial recognition technology by Everalbum, what implications will this have on current and future development of AI technologies and applications; will it hinder innovation?
- What policies, procedures, practices, and training should be implemented to ensure the integrity, transparency, and accountability of algorithms, AI-enabled applications, or automated processes?
- What does an AI-enabled future look like?
- How can AI help countries recover from the pandemic?
FOR CONSIDERATION: Please send an abstract (~ 300 words or less of proposed article scope and author(s) bio) to Michael Eiden and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: San Murugesan
Abstract Deadline: Accepting article proposals
Article Deadline: March 26, 2021
Quantum computing, an emerging new radical paradigm in computing, harnesses the power of quantum mechanics to process information more efficiently than traditional computers. It promises to offer huge computing capability needed for certain applications that are not feasible even with current high performance super computers. Companies like IBM, Google, and D-Wave are racing to advance quantum computing and make it available for use. As quantum computers are expected to usher in a new era of innovation across industries, businesses have begun to explore how they can leverage the technology.
However, while proponents of quantum computing claim it will change our world in unexpected ways and revolutionize the future, critics hold a more skeptical view of its potential. Some of the concerns include its practicality, the need for such large computing power, its reliability and cost, and its accessibility by developers and users. Nevertheless, professionals, executives and businesses need to stay ahead of the curve by gaining a comprehensive understanding of the technology.
An upcoming issue of Cutter Business Technology Journal, Guest Edited by San Murugesan, will explore how businesses can leverage the power of quantum computing, now and in the future.
Articles ideas may include, but are not limited, to the following:
- What applications of quantum computing are being used in the business world today?
- What new research is being performed in the area of quantum computing?
- How can businesses take advantage of the progress already made in quantum computing?
- How should business leaders prepare now to be quantum ready?
- What industries will benefit most from quantum computing?
- What problems can quantum computing solve for businesses?
- How might quantum computing influence and impact AI, ML, and data analytics?
- Will quantum computing threaten cybersecurity? How can quantum computing address security/encryption challenges?
- What about the race to achieve quantum supremacy/quantum advantage?
- What is the potential of the quantum internet?
- How can quantum computing be applied to natural language processing?
- Why do some governments support advancements in quantum computing through special national initiatives?
- What do classic software developers need to know about quantum computing?
FOR CONSIDERATION: Please send an abstract (~ 400 words or less of proposed article content and author(s) bio) to San Murugesan and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Michael Papadopoulos
Abstract Deadline: Closed
Article Deadline: March 17, 2021
For businesses undergoing a digital transformation, a Low Code/No Code (LC/NC) approach to development can be a catalyst to innovation, boost productivity, and even address a developer shortage. How? LC/NC solutions provide declarative development options with relatively low learning curves that provide a company’s workforce with the tools needed to easily create software to grow and transform the business.
The benefits of LC/NC platforms are demonstrated in their ability to empower entrepreneurial people in the organization, or citizen developers, to unleash their visions, ideas, and creativity with minimal support through building smart software solutions. This approach can save a business time and money while accelerating the pace of digital innovation and transformation within their organization.
An upcoming issue of Cutter Business Technology Journal with Guest Editor Michael Papadopoulos seeks insight on the advantages, limitations, use cases, business opportunities, and applications of a low code/no code development platform.
Articles ideas may include, but are not limited, to the following:
- How do LC/NC application development platforms compare to traditional development platforms? When/why is one preferred over the other?
- What are the advantages/limitations of a LC/NC platform?
- Why is LC/NC going to be so important in the future?
- What important priorities ensure LC/NC success?
- How can you determine if LC/NC tools can best serve your strategic objectives?
- What type of architecture and organizational structure can help facilitate the introduction of LC/NC solutions?
- What level of operational process and quality standards should you demand from your first LC/NC applications?
- What are some examples of successful LC/NC applications/use cases?
FOR CONSIDERATION: Please send an abstract (~ 400 words or less of proposed article content and author(s) bio) to Michael Papadopoulos and Christine Generali. 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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Endnotes/References: When you draw on the work of other authors and researchers, please cite your sources. All sources/side commentary must be noted in relevant part of text (using endnote numbers) and listed in sequential order (i.e., order of appearance, not alphabetical order) at end of article in "References." All sources should include basic publishing information (i.e., author(s) name(s), complete title, publisher, date, and hyperlink and/or URL). Sources can be repeated but must be listed as a new endnote. The following are examples of various types of endnotes
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"About the Agile Practice." Cutter Consortium, accessed January 2021 .