Cutter Business Technology Journal — Calls for Papers
For nearly 30 years, the monthly Cutter Business Technology Journal has served as a forum for thought leaders in academia and industry to present innovative ideas and solutions to the critical issues facing business-technology professionals. Please consider sharing your insight with us for the following topics. For questions or to send article ideas, please contact Christine Generali at cgenerali[at]cutter[dot]com.
Guest Editor: Barry Devlin
Abstract Submission Date: Accepting abstracts
Articles Due: September 7, 2018
Guest Editors: Claude Baudoin
Abstract Submission Date: Accepting abstracts
Articles Due: August 30, 2018
“If I was wantin’ to get there, I wouldn’t start from here.”
It’s an old Irish joke about the response you might get upon asking a local farmer for directions. It’s also a not uncommon position taken by architects of newly requested systems when they see the existing IT environment. Green-field builds are always their preference. Unfortunately, few green fields remain when it comes to building new IT systems, especially when the new system is broad in scope and must interact extensively with existing upstream and downstream applications.
Among new IT systems, those supporting a digital business are among the broadest and most complex imaginable. Furthermore, unless the business in question is a start-up, the digital business systems must work with existing systems in diverse ways: exchanging data with them, supplementing or complementing them, or even displacing some of them over time.
How should an architect even begin to think about designing such a system?
Over the history of IT, the system that has most in common with digital business is the data warehouse in its many and varied evolutionary guises. Shared characteristics include: a primary focus on data/information; a heavy dependence on completely independent, unpredictably changeable, and increasingly external upstream data sources; and poorly defined and highly changeable downstream business needs and applications.
The premise, therefore, of this issue of the Cutter Business Technology Journal with Guest Editor Barry Devlin is that a (successful) data warehouse is the best starting point for the organizational, architectural, and technological journey to becoming a digital business.
Topics may include, but are not limited to, the following:
- How does the architecture of a digital business compare to a data warehouse? What lessons can designers of digital businesses learn from existing data warehouse implementations, both successful and unsuccessful? What role would a data lake play? Where do real-time and near real-time concepts, such as the operational data store, apply and how would they need to change?
- What can a digital business learn from the organizational challenges of defining and managing the imprecise and changing requirements of business users? How can business value be proven? Can real, long-running data warehouse processes/projects show how to avoid “change management chaos” and the leaching of value generation from multi-year programs?
- What role can the BI (Business Intelligence) Center of Competence/Excellence play in the roll-out of a digital business? Which skills will need to be changed in the CoC/CoE?
- How will data governance/management be handled? What are the challenges of externally sourced data, especially the Internet of Things? Will data modelling, as practiced in data warehousing, need to change significantly and, if so, how?
- Which data warehouse technologies transfer directly to a digital business system? What changes would be required in ETL (extract-transform-load) systems? Will agile data warehouse automation tools better meet digital business needs? How important will data virtualization be? Where will today’s analytics adapt? What is the role of artificial intelligence?
Abstract Submissions due July 20, 2018. Please send article ideas to Christine Generali and Barry Devlin including an abstract and short article outline showing major discussion points. Accepted articles will be due September 7, 2018. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
Several converging forces are putting pressure on our management of information – regardless of whether we view the subject as individuals, corporations, nonprofits, or government authorities. The goal of this upcoming issue of the CBTJ will be to present multiple perspectives and potential solutions to this growing problem.
Until perhaps a decade ago, the two concerns IT managers had about data (or information – let’s treat the two terms as synonymous for now) were its exponentially growing volume and the need to secure it against attackers. The solutions we brought to these problems – from cloud storage to firewalls and intrusion detection systems – have allowed us to barely stay ahead of the hackers. Meanwhile, e-commerce and social networks led a couple billion people to share an increasing amount of personal data, and IoT technology caused much more information to be captured about what we do and where we are. You know the rest of this still evolving story of data privacy: the revelations about NSA surveillance; the Target and Equifax breaches (and many more); the collapse of the EU-US safe harbor provision; the emergence of the stricter and punitive GDPR; the evidence of election manipulation through well-targeted, fake political advertising; Mark Zuckerberg’s uneasy testimonies in front of US and European legislative bodies – and this is surely not the end. If that wasn’t enough, we have also started seeing the stifling effect of data residency laws and regulations on the movement and storage of data. Microsoft refused (until a recent resolution) to hand over data located on a server overseas, LinkedIn and Telegram are banned in Russia, companies like Amazon and Microsoft have had to multiply regional data centers in order to assure international clients that their data would not leave their countries.
With the convergence of all these concerns (security, privacy, data residency), the big questions for companies and regulators alike are: who is in charge, and who should be? What should be the policies and best practices? In other words, what does “data governance” mean and how do you put it in place? Have we diminished the role of the CIO, even as we were entering the era of digital transformation, in ways that made her or him effectively unable to put in place an information strategy? Are we naively trying to compensate for that failure by naming Chief Data Officers – and if the CIO failed at data protection, why should someone else, with a virtually identical title and an overlapping mission, succeed?
An upcoming issue of Cutter Business Technology Journal with Guest Editor Claude Baudoin invites perspectives and recommendations on these issues. We particularly encourage action-oriented proposals that will offer our readers concrete steps to gain control over information and mitigate the risks to their organizations.
Article ideas might include, but are not limited to, the following:
- What does data governance mean and what are some effective governance models?
- What are the key policies and procedures involved in ensuring good data governance?
- How do you define and assess the maturity level of an organization in this respect?
- What technologies need to be introduced to better manage data?
- What are the organizational and technical challenges involved in implementing a data governance strategy? In particular, who is responsible and/or accountable for data governance? What should the role of the Chief Data Officer (if any) be, or how do you redefine the role of the CIO?
- What are the implications of the GDPR on data governance?
- What is the future of data governance?
Please send article ideas to Christine Generali and Claude Baudoin including an abstract and short article outline showing major discussion points. Accepted articles will be due August 30, 2018. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
The ability of an organization to continually identify, assess and react to change quickly and effectively in response to major forces such as globalization and technology, is moving from the realm of competitive advantage to necessary for survival. There have been great advances in improving the agility of execution, and while many organizations are pursuing these approaches, the bigger question is still how to truly transform an organization to be agile at its core, including end-to-end strategy execution and employee mindsets.
Organizations are also grappling with what the introduction of agile execution approaches means to longer term, big picture perspectives such as strategy formulation and architecture. Driven by the realization that business agility is no longer an option for long-term survival, many organizations are looking to understand the depth of what this really requires and the most effective path for achieving it. This topic will be addressed in an upcoming issue of Cutter Business Technology Journal with Guest Editor Whynde Kuehn.
We are seeking articles that go beyond the technology and execution perspective and provide a rich, big picture, and business-focused perspective on what it means to be an agile organization and how to get there. Core to this discussion is the relationship between architecture and its role in overall organizational agility, as well as how it guides and relates to agile execution approaches. We welcome articles from experienced practitioners who can articulate a vision for an agile organization and how to balance the tension between agility and tradition, including evolving organizational structures and approaches to processes such as strategy formulation where necessary.
Topics may include, but are not limited to, the following:
- What is an agile organization? How does it act? What is the panacea for an agile organization—what can it do and be in the future? Conversely, what is likely to happen to organizations who are not agile? Is agility a source of competitive advantage or a necessity?
- How do we balance and integrate agility with core activities related to strategy formulation and planning? Do the approaches or rhythms in which we perform these activities change as an organization becomes more agile?
- How does business / enterprise architecture enable overall organizational agility from strategy through execution? How should business / enterprise architecture inform, enhance and relate to agile execution approaches? What challenges occur when architecture is missing or immature?
- How does an organization embark on a journey to become agile? Where do they start? What are the potential pitfalls along the way? What can we learn from successful organizations who have started and achieved progress on this journey?
- What factors have contributed to organizations’ lack of agility today? From a human perspective, what challenges will organizations need to overcome to become agile? How do we shift culture and mindset? How do we best introduce and help people through the change? What are other human considerations we must be mindful of?
Abstract Submissions due June 22, 2018. Please send article ideas to Christine Generali and Whynde Kuehn including an abstract and short article outline showing major discussion points. Accepted articles will be due July 20, 2018. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
The customer experience – the interactions between the customer and the organization – can make or break a business, especially in this age of digital disruption. Customer loyalty isn’t what it used to be; a customer can jump ship at any moment, resulting in lost revenue for the business and increased costs for new customer acquisition.
Creating a positive customer experience is a critical factor in an organization’s success. It can give an organization the competitive edge it needs to not only survive, but to thrive; to retain long-standing customers as well as win new ones. But how does an organization go about creating and delivering a successful customer experience and journey? How can it be made an integral part of the organizational culture? How can it drive innovation and continuous improvement?
An upcoming issue of Cutter Business Technology Journal, with Guest Editor Jeanne Bliss, seeks insight on the strategies that can help organizations create a great customer experience to improve satisfaction, retention, and revenues.
Article ideas may include the above as well as the ones listed below:
- What are the components of a good customer experience strategy?
- What new business models can help improve the customer experience?
- What behaviors and competencies are necessary to transform the customer experience?
- How can a positive customer experience be created?
- How can you build a leadership team focused on customer service?
- How must organizational processes, culture, and mind-sets be transformed to create a successful customer journey?
- What use cases describe a successful customer experience strategy?
- What technologies are enabling better customer experience?
Abstract Submissions still being accepted. Please send article ideas to Christine Generali and Jeanne Bliss, including an abstract and short article outline showing major discussion points. Accepted articles will be due May 12. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
IoT, 5G and AI are driving convergence of traditional computing models that deliver value to organizations. Edge/Fog computing has been referred to as the continuum that bridges the gap between devices at the edge and cloud computing. These models enable intelligent analytics all the way from the edge to the cloud.
Cloud is about infinite compute and storage, training machine learning and other advanced AI tools, merging remote data from multiple devices and remote monitoring and management. The Edge is needed for low latency tight control loops and near real-time response, for protocol translation and data normalization, and managing privacy of data and IP. But within the continuum, from edge to cloud, we are observing cloud capabilities moving closer to the edge and edge capabilities moving closer to the cloud. The location of analytics, machine learning, and cognitive services is driven by scenarios that require such capabilities at the edge for quick response and cloud for training and long-term management of information.
In this issue we explore the continuum of capabilities needed to bridge the edge and cloud including security, scalability, openness, hierarchy, autonomy to enable advanced analytics, AI, AR, VR, machine learning, and other similar technologies.
An upcoming issue of Cutter Business Technology Journal, with Guest Editors Ron Zahavi and Matt Vasey, will address the current uses of edge to cloud, or fog, applications, case studies, and industry and business implications.
Article ideas may include, but are not limited to, the following:
- What are some examples of edge/fog use cases?
- What are the uses of analytics, AI, AR, VR, and machine learning?
- What are the different technologies that support the continuum?
- What is the architecture to bridge edge to cloud?
- What are some of the challenges in this space?
- What services are needed for south-north and east-west communications and management?
- What are the newly enabled business models?
- What are the relevant standards in this space and what are the gaps?
- What are the relevant open source projects that are solving key technical problems?
Please send article ideas to Christine Generali, Ron Zahavi, and Matt Vasey including an abstract and short article outline showing major discussion points. Accepted articles will be due June 1, 2018. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
Blockchain is coming out of the shadows. Originally developed as the distributed ledger technology underlying Bitcoin, it’s now being recognized as a foundational technology providing a legitimate transaction platform for industry and software vendors to deploy and on its way to revolutionizing how the world does business.
Blockchain is disrupting/transforming many traditional businesses across the industry spectrum. Currently, blockchain technology is being used to enhance food and drug traceability, enable government efficiencies, automate the trading of shares, improve access to electronic medical records, and secure voting processes, to name but a few. The applications are infinite.
An upcoming issue of Cutter Business Technology Journal, with Guest Editor Philip O'Reilly, will address the current uses of blockchain technology, applications, case studies, and industry and business implications.
Article ideas may include, but are not limited to, the following:
- What are some operationalised examples of blockchain use cases?
- What benefits are organizations realizing from blockchain technology?
- How are blockchain-based applications transforming industries?
- What industries are benefiting most from blockchain technology?
- What steps should organizations take to get ready for blockchain adoption?
- How have business models been transformed?
- What are blockchain’s current challenges and how are they being addressed?
- How have scalability challenges pertaining to blockchain-based systems been overcome?
- What are the governance models in multistakeholder Blockchain systems?
Please send article ideas to Christine Generali and Phillip O'Reilly, including an abstract and short article outline showing major discussion points. Accepted articles will be due April 30. Final article length is typically 2,500-3,500 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: While CBTJ doesn't aspire to be an academic literature review, we do want to give credit where credit is due. When you draw on the work of other authors and researchers, please cite your sources. These should be noted in the relevant part of the text, listed in sequential order (i.e., in the order of appearance, not alphabetical order) at the end, and use the following citation formats:
- DeMarco, Tom, and Timothy Lister. Waltzing with Bears: Managing Risk on Software Projects. Dorset House, 2003.
- Highsmith, Jim. Agile Project Management. Addison-Wesley, 2004.
- Constantine, Larry. "Peer Reviews for Usability." Cutter IT Journal, Vol. 18, No. 1, January 2005, pp. 5-13.
- Lindstrom, Lowell, and Kent Beck. "It Gets Worse Before It Gets Better: Changing to XP." Cutter IT Journal, Vol. 16, No. 2, February 2003, pp. 12-17