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!

Editorial Guidelines    Editorial Calendar    Sample Issue

Data & Digital Architecture: Enabling Successful Digital Transformation 

FINTECH: The COVID-19 Impact and Opportunities for Economic Growth

mHEALTH: The New Frontier in Healthcare 

Cultivating Diversity & Inclusion in the Workplace

Data & Digital Architecture: Enabling Successful Digital Transformation

Guest Editor: Gustav Toppenberg 
Abstract Deadline: October 15, 2020
Article Deadline: November 16, 2020

Digital transformations aren’t games of chance. They require big and bold commitments in the midst of uncertainty to reinvent the business and operating models rather than just improve it incrementally. Digital transformation — as the use of technology to radically improve performance or reach of enterprises — is an approach that CEOs as described above are pursuing. Three areas of an enterprise have become the focus of such transformations (Business Models, Customer Experiences, and Operational Processes) which helps transformation leaders focus their skills, expertise and resources in the best way possible and ensures that the correct leaders are aligned to a specific effort.

The statistics on digital transformation efforts that fail to produce the expected results range depending on the institution measuring and researching but it is safe to say that the range is within 60%-85% for large enterprises across the global economy.

Digital transformation and enterprise architecture leaders have a choice to make in developing and modernizing their data and digital platforms and architecture to enable and support these transformational efforts. Managed as an iterative balance between building the foundation from a technology perspective, and through business use cases, the data and digital architecture platform can be an asset in ensuring that digital transformation efforts are carried out in such a way that it aligns to the enterprise and its approach to transformation.

An upcoming issue of Cutter Business Technology Journal, with Guest Editor Gustav Toppenberg, will explore how enabling successful digital transformations through data and digital architectures can help facilitate the enablement of value streams and customer journeys companies build to stay in touch with changing client expectations and user experiences.

Articles ideas may include, but are not limited, to the following:

  • How can a solid data and digital architecture support digital transformation efforts?
  • How can a data and digital architecture enable successful change management?
  • How can a data and digital architecture platform help leaders focus their skills, expertise, and resources in the best way possible and ensure that the correct leaders are aligned to a specific effort?
  • How can a data and digital architecture enable an effective customer experience and journey?
  • How can a data and digital architecture enable successful change management?
  • How can a data and digital architecture enhance the corporate value chain?
  • How can a data and digital architecture ensure a successful digital transformation?
  • What are the ethical challenges/considerations of a data and digital architecture?
  • What types of leadership skills and employee competency and training are necessary to affect a successful data and digital transformation?
  • How does biomimicry influence the design of a data and digital architecture?
  • What are the data security/consumer protection issues and challenges associated with a data and digital architecture?
  • What are the considerations when building a cloud-based data and digital architecture?

FOR CONSIDERATION: Please send an abstract (~ 400 words or less of proposed article content and author(s) bio) to Gustav Toppenberg and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.

mHEALTH: The New Frontier in Healthcare

Guest Editor: Carl Bate 
Abstract Deadline: accepting article proposals
Article Deadline: September 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 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., 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?

FOR CONSIDERATION: Please send an abstract (~ 400 words or less of proposed article content and author(s) bio) to Carl Bate and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.

Cultivating Diversity & Inclusion in the Workplace

Guest Editor: Carla Ogunrinde
Abstract Deadline: open
Article Deadline: September 30, 2020

As business leaders, the implications of a global health crisis and social injustice reform have driven us to make difficult choices to survive a turbulent economy and reassess our workplace diversity initiatives. As many businesses struggle to regain lost revenue, thoughts of meaningful workplace diversity and inclusion are often put on the back burner. What many companies do not realize is that making diversity and inclusion a strategic priority can lead to improved financial performance and equity for all employees.

Facilitating diversity and inclusion in the workplace helps to attract and retain the best talent, drives innovation and creativity, enables insight into customer needs, and positively impacts employees, culture, as well as the bottom-line. Starting with the C-suite/leadership team, it can have a cascading and enriching effect throughout the organization. According to Katherine W. Phillips, Professor of Leadership and Ethics, Columbia Business School, “Diversity makes us smarter. Being around people who are different from us makes us more creative, more diligent and harder-working.”*

Data shows not enough progress has been made in creating workplace diversity; there is room for significant improvement, particularly as it relates to women and minorities. Even with the best intentions, many organizations have failed to make it work. How can companies make workplace diversity a strategic priority? What practices are necessary to not only plan for but implement and maintain it successfully? What gets in the way?

An upcoming issue of Cutter Business Technology Journal seeks insight on what measures businesses can take to foster a diverse, equitable, and inclusive workplace, and how to make diversity a recognized priority at every level of the organization.

Articles ideas may include, but are not limited, to the following:

  • How can a successful workplace diversity plan be created, implemented, and managed?
  • Why are the challenges of creating diversity programs, why do they fail, what are the solutions?
  • If workplace diversity has been achieved, how can inclusiveness be cultivated? What practices are leaders using to ensure an inclusive workplace culture?
  • What importance does Allyship play to effect real change? How is it different from what’s been done in the past?
  • How can we ensure diversity in our leadership? What type of leadership is needed to effectively manage/encourage a culture of diversity? How can empathetic leadership foster diversity?
  • How can inclusive leadership be practiced, and how can your management team further your goals of diversity and inclusion?
  • How does lack of knowledge and education of cultural differences play a role in achieving an inclusive workplace?
  • What industries/occupations have the lowest representation of women and minorities as leaders? How can this trend be rectified?
  • How can diversity be made a strategic priority?
  • What are the HR challenges? How can recruitment practices be designed to reach a diverse range of talent? How can bias be reduced in hiring and recruitment practices? What role can technology play? How can pay gaps be addressed?
  • How can you ensure equal opportunities for advancement are provided?
  • How does technology affect (positively/negatively) our ability to diversify our workplace?
  • What kinds of partnerships can be developed to facilitate access to talent? How can unrepresented communities be reached?

FOR CONSIDERATION: Please send an abstract (~ 400 words or less of proposed article content and author(s) bio) to Carla Ogunrinde and Christine Generali. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.

*How Diversity Makes Us Smarter, Katherine W. Phillips, Scientific American

FINTECH: The COVID-19 Impact and Opportunities for Economic Growth

Guest Editors: Phil O'Reilly and Kevin O'Leary
Abstract Deadline: September 18, 2020
Article Deadline: October 16, 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?

FOR CONSIDERATION: Please send an abstract (~ 400 words or less of proposed article content and author(s) bio) to Philip O'Reilly, Kevin O'Leary and Christine Generali. Accepted articles due October 16, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.

Editorial Guidelines

These notes are intended to give authors some guidance and direction for articles submitted to Cutter Business Technology Journal (CBTJ) for publication.

Length: The average article in CBTJ is 2,000-3,500 words, unless otherwise specified by the Group Publisher.

Article Format: Please send your article in word document format for editing purposes. Please do not send it as a PDF.

Editorial: Cutter Business Technology Journal is professionally edited by our team who evaluates articles for content, substance, grammar, and style and provides valuable feedback so that authors can revise and improve their papers before publication. Publishing turnaround times are short. Articles are also peer-reviewed by the Guest Editor who is an expert in the field.

Audience: Publishing with Cutter affords the opportunity to present your insights and research to a global corporate audience that is highly interested in emerging developments. Typical readers of CBTJ range from CIOs, CTOs, business technology executives and vice presidents to directors, technology managers, project leaders, and very senior technical staff. Most work in fairly large organizations: Fortune 500 organizations, universities, large computer vendors, NGOs/IGOs, and government agencies and spanning industries such as finance and banking, education, energy, entertainment, food, government, healthcare, insurance, and manufacturing. 48% of our readership is outside of the US (15% from Canada, 14% Europe, 5% Australia/NZ, 14% elsewhere).

Editorial advice: Introductory-level, tutorial coverage of a topic is not very popular with our readership because they're fairly senior people. Delete the introductory "fluff" and get to the meat of the topic. Assume you're writing for someone who has been in the industry for 10 to 20 years, is very busy, and very impatient. Assume he or she is mentally asking, while reading your article, "What's the point? What do I do with this information?" Apply the "So what?" test to everything you write.

General comments: We enjoy controversy and strong opinion; we like the fact that we can provide an alternative to standard "refereed" journals that sanitize articles. Because we don't carry any advertising, we can publish critical or negative comments about specific vendors or products. However, we obviously don't want to publish anything libelous or slanderous. Conversely, we don't publish self-serving commercial messages praising one's own product or service.

Style, grammar, and mechanics: For advice on good writing style, we recommend Merriam-Webster's Collegiate Dictionary, 11th ed., The Chicago Manual of Style, and The Elements of Style (Strunk and White). We are fanatics about the editorial quality of Cutter Business Technology Journal; anything you can do to help us in this regard will be greatly appreciated.

Graphics: Please keep your use of graphics to a minimum and submit original, editable files (not static images). Preferred formats include MS Excel for graphs, MS Word for tables (1-2 pages), and MS PowerPoint/MS Word/Adobe Illustrator (v17 or less) for vector art. Please send all other types as high-res JPEG, PDF, PNG, or TIFF. All images owned by another party may only be used with owner’s permission. It is the author’s responsibility to obtain permission. Copying images off the Internet without permission infringes on copyright and is unacceptable for publication.

All graphics (figures and tables) must include captions and a reference within the text; for example, “(see Figure 1)” or “Figure 1 illustrates….” Please note that we may remove graphics deemed unnecessary. Please be minimalistic in your design: limit colors, shadings, and typefaces. For additional questions, please contact Linda Dias (

Deadlines: The deadline you agree to when you commit to writing an article is a "hard" deadline; if you're going to be late, let us know and we'll negotiate a mutually agreeable delivery date. If the deadline passes without our having heard from you, we will assume that you have vanished and are unable to provide the article.

Editorial process: Once we get your article, we commence two parallel editorial passes: one for content (by the guest editor) and one for substance, grammar, and style (by our managing editor, Cindy Swain ( Either or both of these editorial reviews may result in some questions or feedback from us. In any case, we will send you a first draft "page proof" of your article for your review and approval. Articles published in the journal must meet certain criteria relating to audience, technical content, and presentation. In the unlikely occurrence that, upon editorial review, your completed article does not meet with these requirements, Cutter Consortium reserves the right to decline the publishing of your article in the journal.

Biographical sketch: At the end of each CBTJ article, we like to include a brief (200 words or less) biographical sketch of each author along with email address of author(s). Click here for a sample. We also like to provide a color headshot. Please include a high-res color headshot (at least 300x300 pixels in size) of each author. We accept formal or casual photos that present authors in a professional manner. For samples, see the “Meet the Cutter Experts” section at

Copyrights: When you submit an article to us, you warrant that you (or your employer) are the sole owner of the article, that you have full power and authority to copyright it and publish it, and that it has not been previously published elsewhere. You also warrant that it does not infringe on any copyright, violate any property rights, or contain scandalous, libelous, or unlawful matter.

Sourcing Content: When you do draw on the work of other authors and researchers, cite your sources accordingly in the relevant part of the text (using endnote numbers or hyperlinks). Given that Cutter Consortium has no relationships with vendors, we cannot permit the use of references, quotes, statistics, and figures from analyst/research firms with vendor ties (Gartner, MetaGroup, Yankee Group, Forrester, IDC, McKinsey, among others), as the data may be biased. If you feel information from one of these sources is critical to your article, please bring it to our attention early in the editorial process and we will be happy to discuss the issue. Note that Cutter Consortium conducts studies and surveys occasionally in its various practice areas. This data is available for use in your articles or reports. If there is specific data you are looking for to support an argument, please contact us for more information. We will be happy to send you any relevant data.

Keep in mind that if your article uses too many sources, it is often an indicator that your piece summarizes research too heavily and lacks original thought. Remember our readers are interested in your insights; above all, speak in an expert voice.

Promotion: We will, at your request, provide you with a link to share with your colleagues and contacts where they can register and receive a complimentary PDF download of your complete article. You can post this link on your website, blog, tweet it, promote on social networks, etc. It is only acceptable for your final, Cutter-edited article to be downloaded from the Cutter site, and it may not be posted anywhere else without express permission from Cutter*. You may also excerpt a passage or section from your article with attribution to CBTJ, and link it back to the full article on the Cutter website. We also ask that once the issue is published, that you do not post the entire issue PDF on any websites or social media sites out of respect for our paid clients/subscribers.

* CBTJ accepts no advertising, has no outside sponsorship, and is completely subscriber-supported. In order for us to continue providing this venue for debate to our authors, and your valuable insights to our subscribers, we thank you in advance for your respect of our copyright.

Author Compensation: We are pleased to offer Journal authors an online, one year complimentary subscription to Cutter Business Technology Journal upon the signing of the license agreement. In addition, we occasionally pull excerpts, along with the author's bio, to include in our weekly Cutter Edge email newsletter, which reaches another 12,000 readers. We'd also be pleased to quote you, or passages from your article, in Cutter press releases. If you plan to be speaking at industry conferences, we can arrange to make copies of the issue in which you're published available for attendees of those speaking engagements -- furthering your own promotional efforts.

Reprints: If you would like an authorized reprint of your article for promotional purposes or to post on your website, contact Customer Service (Tel: +1 781 648 8700; E-mail: for more information. We can arrange for a reprint with the CBTJ cover, logo, and other details.

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 “Endnotes.” 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).

   5Smart grid.” Wikipedia.

Editorial Calendar

Month Topic Guest Editor
December 2020 Digital Architecture Gustav Toppenberg
November 2020 Fintech: COVID-19 Impact and Opportunities for Economic Growth Philip O'Reilly and Kevin O'Leary
October 2020 Cultivating Diversity & Inclusion in the Workplace Carla Ogunrinde
September 2020 mHealth: The New Frontier in Healthcare Carl Bate
August 2020 Proactive Risk Management Tom Teixeira
July 2020 Crisis Alert! Strategies for Today and Beyond Steve Andriole
June 2020 Beyond Automation: AI, ML, RPA San Murugesan
May 2020 Trust: Is IT the Problem or the Solution? Claude Baudoin
April 2020 Disrupting Agile Hillel Glazer
March 2020 Want Happy Customers? Make Your Employees Happy! Robert Scott
February 2020 Digital Shift Volker Pfirsching
January 2020 Business Technology Trends and Predictions: 2020 Cutter Consortium
December 2019 Data Architecture is Really About People  Martijn ten Nepal
November 2019 Blockchain: New Industry Trends, Developments, Use Cases Karolina Marzantowicz
October 2019 Blockchain: Here to Stay? Karolina Marzantowicz
September 2019 Digital Architecture: The Spark for Transformation Gar Mac Críosta
August 2019 Caution! AI Consequences Ahead Lou Mazzucchelli
July 2019 Is Software Eating the World? Greg Smith
June 2019 Industry 4.0 Keng Siau
May 2019 Cutting Edge Agile II Alistair Cockburn
April 2019 Technology-Empowered Solutions: Redefining Decision Support Dr. Karen Neville and Dr. Andrew Pope
March 2019 Cutting Edge Agile Alistair Cockburn
February 2019 The Next Frontier in Automation: Opportunities, Challenges and Impact San Murugesan
January 2019 Business Technology Trends & Predictions 2019 Cutter Consortium
November/December 2018 Fintech: Emerging Trends, Future Directions Steve Andriole
October 2018 Riding the Next Wave of Cloud Computing Frank Khan Sullivan
September 2018 Building a Digital Business Starts with Data Barry Devlin
August 2018 The Critical Need for Governance Claude Baudoin
July 2018 Architecture + Agile: The Yin & Yang of Organizational Agility Whynde Kuehn
June 2018 Fog/Edge Computing: Opportunities, Case Studies, Challenges  Cutter Consortium
May 2018 Transforming the Customer Experience Jeanne Bliss
April 2018 Blockchain: Where Are We Now? Where Are We Headed? Phil O'Reilly
March 2018 A Disciplined Agile Approach to Business Agility Scott Ambler and Mark Lines
February 2018 AI: Fear It, Face It, or Embrace It San Murugesan
January 2018 Business Technology Trends and Predictions 2018 Cutter Consortium
December 2017 Change Leadership in a Digital Era Sheila Cox
October/November 2017 Trends in Big Data Technologies and Analytics Bhuvan Unhelkar
September 2017 Insurtech: Reinventing the Insurance Industry Steve Andriole
August 2017 Agile Leadership: Foundation for Organizational Agility Don McIntyre
July 2017 The Industrial Internet: Driving Digital Transformation C. Patrikakis
June 2017 Leveraging Enterprise Architecture for Digital Disruption Roger Evernden
May 2017 Beyond Fintech: New Frontiers Phil O'Reilly
April 2017 The Frontier of Fintech Innovation Phil O'Reilly
March 2017 Business Opportunities in the New Digital Age San Murugesan
February 2017 Information Superiority and Digital Capital Borys Stokalski and Bogumil Kaminski
January 2017 The 21st Century Technology Leader Paul Clermont
December 2016 Technology Trends, Predictions, and Reflections 2017 Cutter Consortium
November 2016 FinTech and the Digitization of Financial Services Philip O'Reilly
October 2016 Cognitive Computing: Applications, Trends, and Implications Paul Harmon
August/September 2016 Business-Driven Digital Transformation Whynde Kuehn
July 2016 Security in the Internet of Everything Era Patrikakis Charlalampos and George Loukas
June 2016 Cultivating Success in Big Data Analytics Barry Devlin
May 2016 The Role of Ethics in Algorithm Design Robert Charette
April 2016 IoT Data Management and Analytics Bhuvan Unhelkar and San Murugesan
March 2016 Technical Debt: The Continued Burden On Software Innovation Tom Grant
February 2016 Disruption and Emergence: What do they mean for Enterprise Architecture? Roger Evernden
January 2016 Technology Trends and Predictions: 2016 Cutter Consortium