Cutter Business Technology Journal — Call 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 upcoming topics. For questions or to send an article idea for consideration, please contact Christine Generali at cgenerali[at]cutter[dot]com.
Guest Editors: Charalampos Patrikakis and Jose Barbosa
Abstract Submission Date: Extended to May 26, 2017
Articles Due: June 28, 2017
Guest Editor: Roger Evernden
Abstract Submission Date: Still accepting article ideas
Articles Due: June 8, 2017
Guest Editor: Steve Andriole
Abstract Submission Date: Open
Articles Due: Deadline extended
Guest Editor: San Murugesan
Abstract Submission Date: Closed
Articles Due: February 28, 2017
Guest Editor: Borys Stokalski and Bogumil Kaminski
Abstract Submission Date: Closed
Articles Due: January 31, 2017
Guest Editor: Paul Clermont
Abstract Submission Date: Closed
Articles Due: December 20, 2016
Guest Editor: Philip O'Reilly
Abstract Submission Date: Closed
Articles Due: October 21, 2016
Early adopters of interconnected digital technologies in the industrial sector are realizing the benefits of improvements in operational efficiencies, productivity, safety, cost savings, profitability, and customer engagement and satisfaction. These technologies include those related to the IIoT movement such as AI, machine learning, big data, predictive analytics, machine-to-machine communication, and blockchain. Industries in the manufacturing, energy, utilities, automotive, and aviation sectors, to name a few, are capitalizing on investments in these revolutionary technologies.
An upcoming issue of Cutter Business Technology Journal with Guest Editors Patrikakis Charalampos and Jose Barbosa will examine emerging trends and strategies in digital transformation in the industrial sector. How are IIoT, predictive analytics, AI, big data, blockchain, and other technologies being harnessed to gain a competitive edge and forever change the way industries do business? What business strategies are being applied to effectively implement these technologies? CBTJ also welcomes new examples or breaking case studies of firms that have benefited from implementing intelligent, connected solutions.
Possible discussion points include those stated above and below (but are not limited to):
- What new market opportunities and competitive advantages will firms realize when enabled by digital technologies?
- What are the biggest challenges for firms implementing digital technologies?
- What kinds of challenges and resistance are firms encountering in getting their ecosystem of partners, clients, etc. onboard with the changes successful digital transformation demands, and how are they overcoming these?
- What type of organizational culture and skills are necessary to encourage innovation and make a digital industrial transformation successful?
- What qualities should an industrial leader/executive possess to foster and drive a digital transformation?
- What are some of the basic fundamental steps an organization should take to start transitioning to a connected facility?
- What new cybersecurity risks will be introduced with the increase in connected digital systems?
- How can blockchain technologies counteract these security risks and provide for secure business transactions?
- What new ways are AI, predictive analytics, machine learning, blockchain, etc. being applied in the industrial sector to achieve competitive advantage?
- How could Lean be integrated with trending Industry 4.0 and smart factories paradigms?
- What immediate benefits can be realized by early adopters of digital technologies?
ARTICLE IDEA DEADLINE: Please respond to Patrikakis Charalampos at bpatr[at]puas[dot]gr with a copy to cgenerali[at]cutter[dot]com and include an extended abstract and a short article outline showing major discussion points.
FINAL ARTICLE DEADLINE: June 28, 2017
For many years, management consultants, business gurus and IT experts have tried to explain the economic and social changes of the information age. Have these explanations been too conservative? Could we be facing more extreme shifts in future business and operating models?
The information age has brought radically new business and operating models – such as those of Amazon, or YouTube, where a significant part of the business model depends on capturing feedback, recommendations, and consumer-generated content. Where organization, information and knowledge make a bigger contribution to productive power and profit than labour or machinery. And where companies like Nike can raise the price of a pair of trainers to $179.99 or more by spending $2.7 billion a year to convince consumers of that value.
This upcoming issue of the Cutter Business Technology Journal invites papers that examine how EA can be leveraged to address the disruption in business and operating models organizations are facing today. In particular, how should EA respond to extreme shifts in business and operating models? What can EA do to leverage common social knowledge embedded in the internet? What patterns in EA support economic models where many “products” or “services” are available through the internet free of charge, or at a very low price?
What is the correlation between business or operating model and the enterprise architecture? What are the pros and cons of the various enterprise patterns that are a response to these changes? And do we need to consider a radically different approach to EA to accommodate an info-capitalist, cognitive capitalist, or post-capitalist world?
Please respond to Roger Evernden at rbe[at]Evernden[dot]net, with a copy to cgenerali[at]cutter[dot]com and include an extended abstract and a short article outline showing major discussion points.
FINAL ARTICLE DEADLINE: Accepted articles due JUNE 8, 2017
Some years ago everyone was intrigued with Clayton Christensen's The Innovator's Dilemma and how "good" companies could lose competitive advantage by failing to adopt emerging or disruptive technologies. The Innovator's Imperative explores the thesis that all companies should adopt emerging and disruptive technologies as quickly as possible. This upcoming issue of the Cutter Business Technology Journal invites papers that address the strengths and weaknesses of immediate technology adoption and how innovation depends on the rapid adoption of emerging and disruptive technology.
Cutter Business Technology Journal is published monthly and serves as a forum for thought leaders, business practitioners and academics to present innovative ideas, current research and solutions to the critical issues facing business-technology professionals in industries worldwide competing in today's digital economy.
ARTICLE IDEA DEADLINE OPEN ...
Please respond to Steve Andriole at steve[dot]andriole[at]gmail[dot]com, with a copy to cgenerali[at]cutter[dot]com and include an extended abstract and a short article outline showing major discussion points.
FINAL ARTICLE DEADLINE: Deadline extended
The business world is poised for an unprecedented wave of innovation. Technological advances such as augmented reality, virtual reality, cognitive assistants, 3D/4D printing, personalization, conversational interfaces, drones, deep learning, predictive analytics, the Internet of Things, blockchain, new payment systems and affective computing play major roles in driving and enabling the next wave of innovation in business. These technologies – combined with new business models facilitated by social/collaborative commerce, shared services/economy, and crowd sourcing – will have a profound influence across the business world. Furthermore, businesses need to cater to the newer expectations and demands of a younger generation (selfi-generation, digitally-embedded generation) of customers.
So, business is not going to be as usual, again! Where is the business world headed? How will businesses get transformed, and what new applications and innovations will emerge? What will evolve as the ‘new’ normal, and what’s the vision for the future? What new opportunities will arise now and in the future for the IT industry and technology professionals?
An upcoming issue of Cutter Business Technology Journal, Guest Edited by San Murugesan, will identify and examine the trends that will shape the business world over the next five to 10 years. It will also examine the key technologies that will have a transformative influence on business in the near future and will present insight on strategies and approaches for realizing the potential. It will also look at current and potential market and consumer trends.
For this issue, we welcome articles from practitioners, academics, consultants, visionaries and businesses that address the following and other related areas, examine innovative applications, discuss real-world or hypothetical examples or present a case study.
Topics of discussion may include (but are not limited) to the following:
- How can we leverage the potential of recent advances in IT, highlighted above, for various business functions and activities? What are the challenges in realizing this potential and how can we address those challenges?
- What are appealing next-generation business use cases?
- How can (predictive) analytics and machine/deep learning help organizations gain new insights, make better business decisions, or improve customer experience and engagements?
- How can marketers innovatively use on-line and off-line data about a customer and other relevant information that impact a customer’s purchase options to create a better advertising profile of a customer for effective micro-targeted marketing?
- How is – and can – artificial intelligence, deep learning, and smart systems transform eCommerce marketing?
- How can businesses offer not just a product, but also a better experience and service, known as product-as-a-service?
- How does – and will – sharing and crowd sourcing enabled by IT impact commerce and customers options to access, buy, and use goods and services?
- How can a business make use of augmented reality, virtual reality, and mixed reality? What are those new applications and services?
- How can businesses leverage the Internet of Things in retail, logistics, entertainment, and maintenance and for enhancing customer experience and engagement?
- What do new generation customers really want and how can their wants be fulfilled?
- What are the roles of a smart cognitive assistant in retail and customer services? What are the classic real-world examples?
- How can advances in IT be embraced for dynamic, competitive, and optimal pricing in real-time? What are the current limitations and how can those limitations be addressed?
- How can technology be used to help customers in merchandise selection, or in the design, creation and delivery of a personalized, tailor-made product?
- How does AI change customer engagement and experience?
- How might 3D/4D printing, drones, autonomous vehicles, and new delivery models affect the future of retail commerce?
- What are the challenges facing IT in catering to the needs of businesses in the new digital age and how can they be addressed?
ARTICLE IDEA DEADLINE: FEBRUARY 1, 2017
Please respond to San Murugesan at san1[at]internode[dot]net, with a copy to cgenerali[at]cutter[dot]com no later than January 30 and include an extended abstract and a short article outline showing major discussion points.
ARTICLE DEADLINE: Accepted articles due FEBRUARY 28, 2017
CALL FOR PAPERS: Information Superiority and Digital Capital: Driving the New Normal
The concepts of Information Superiority and Digital Capital will increasingly shape the business strategies and operations of organizations that face the digital- and hyper-competition that’s so common today.
Information Superiority was first introduced to the management world by Paul Strassmann, who defined it as “the capacity to increase economic value faster than the competition.” Strassmann’s definition stresses outcomes (such as increased EVA). The US Department of Defense defines Information Superiority as “the operational advantage derived from the ability to collect, process, and disseminate an uninterrupted flow of information while exploiting or denying an adversary’s ability to do the same.”* Typically, in the business world, organizations focus on winning markets rather than crushing rivals, but the essence of the advantage remains the same.
In hypercompetitive markets, where any product- or customer-related supremacy can be relatively easily replicated and neutralized, information superiority may be the key to sustaining an advantage. Information Superiority requires evidence-based management; it is simply impossible to consistently make the right decisions if not guided by hard evidence. Organizations that manage a large number of customers, products, and events use available information assets to support decision making. Digital Capital is the wealth of information assets — data and automated business logic — that enable Information Superiority. Access to these assets — through the practices of Data Science or API management — can help businesses realize growth and economies of scale.
However, while everyone agrees that “data is the new oil,” the question remains: “How do we effectively refine it and fuel operational processes with it?” Many companies fail at collecting the right data, managing its quality, building a data science-oriented culture or monetizing the resulting insight. On the other hand, the big players like Google, Facebook, Amazon and Netflix, push their competitive advantage to the limit, and even transform whole markets by leveraging their digital assets.
An upcoming issue of Cutter Business Technology Journal with Guest Editors Borys Stokalski and Bogumil Kaminski will address the strategies, challenges, and technical aspects of developing and maintaining an Information Superiority and Digital Capital management initiative. We are especially interested in organizations’ practical experiences in trying to implement Information Superiority and Digital Capital management strategies in actual work environments.
Topics of discussion may include – but are not limited to – the following:
- What is the value of Information Superiority in traditional and digital businesses?
- How can digital asset monetization (external/internal) be used to improve your business processes?
- How do you create and sustain Information Superiority?
- What are some of the best practices in API management? What are the components of an effective API Management strategy?
- What best practices are used in data science to extract the most value from your data? How can it be automated?
- What are the privacy and ethical issues associated with data science?
ABSTRACT DEADLINE: DECEMBER 23, 2016. Please send your article idea to Borys Stokalski at bstokalski[at]gmail[dot]com with a copy to Christine Generali at cgenerali[at]cutter[dot]com and include an extended abstract and a short article outline showing major discussion points.
ARTICLE DEADLINE: JANUARY 20, 2017
CALL FOR PAPERS: The Role of the 21st Century Technology Leader
"Musicians play their instruments. I play the orchestra." Steve Jobs attributed this quote to a famous conductor in the film Steve Jobs. It's hard to come up with a more vivid illustration of leadership. It acknowledges that conductors may be less adept at playing instruments than any of the players in front of them — and other instruments not at all — yet they elicit brilliant performances. I have been told by a San Francisco Symphony musician that guest conductors can in a few rehearsals have the orchestra sounding like the orchestras where they are based.
Leadership, per Webster, means "the quality of a leader; capacity to lead". In recent years, the word has become ever more prominent in business schools and the business press. Good “management” is no longer enough for an organization to compete successfully and "administration" calls to mind stultifying bureaucratic procedures even though it’s the A in the MBA degree. It's not that leadership was ever UNimportant, it's just that keeping the trains running on time and effectively managing resources — people, facilities, money — are more attuned to needs of stable or slowly evolving environments.
Today, when everybody wants to disrupt theirs or somebody else's business and new technologies that let them do it seem to appear almost daily, people with the "capacity to lead" are critical, and nowhere more than in the exploitation of IT. Obvious though this is, how to recognize, empower and sustain good technology leaders has been a challenge. People who can think strategically about what, why and how to deploy technology but who have trouble delivering it (and vice versa) fall short as technology leaders. Both skills are needed.
An upcoming issue of Cutter Business Technology Journal will examine what we really mean by “Technology leadership” and to add depth and texture to the question of how best to find and nurture it. Specific questions to address include, but should not be limited to:
- What does “capacity to lead” really mean?
- How do well-led organizations differ from poorly led ones, and not just in their bottom lines?
- As specifically as possible, what are the hallmarks of a well-led IT organization?
- How can technology leaders meet the challenges of today's organizations such as cutting costs while still innovating? Or addressing the always present cyber-security or data privacy threats?
- Is technology leadership different from leadership of professionals in general? If so, how?
- Do different parts of IT require different leadership than others, e.g., operations vs software releases vs digital innovation?
- What do technology leaders do significantly better that sets them apart from managers and administrators?
- What challenges do leaders face in aligning the right technology with the organization's business goals?
- What is the relative importance of such positive attributes of leaders as personal charisma, people skills, political skills, persuasiveness both within IT and the boardroom, entrepreneurial bent, subject matter expertise, strategic thinking, ability to inspire, boldness, risk-taking, setting an example, fairness, anticipating problems and opportunities, coolness under fire, etc. in technology leadership? How does the emphases differ according to the role of IT in the organization?
- What are examples of excellent technology leadership, widely recognized or from personal experience? What made them excellent?
- What are examples of screw-ups caused by lack of good technology leadership, widely recognized or from personal experience? What aspects of leadership were deficient?
- Can a person be an effective technology leader without ever having worked in IT?
- How can a technology leader maximize team performance to create competitive advantage?
- How can we recognize and nurture potential technology leadership talent?
- Given that a technology leader is not the CEO, COO or CFO, what special attributes are needed to ensure IT plays as full and strategic a role as the nature of the enterprise can justify?
- Given that great technology leaders are not easy to find, what can subordinates do to make the best of the situation when the incumbent who should be a leader is only fair or even poor?
ARTICLE IDEA DEADLINE: NOVEMBER 18, 2016. Please send your article idea to Paul Clermont at clermontconsulting[at]gmail[dot]com with a copy to Christine Generali at cgenerali[at]cutter[dot]com and include an extended abstract and a short article outline showing major discussion points.
ARTICLE DEADLINE: DECEMBER 20, 2016
CALL FOR PAPERS: Fintech and the Digitization of Financial Services
We are currently in the midst of the Fintech revolution. It is evident that technology is significantly transforming and disrupting the financial services landscape. This presents significant opportunities and challenges for incumbents, start-ups and regulatory bodies. Fintech is evolving, moving beyond simply being the realm of start-up disruptors, with many incumbents now making significant R&D investments and many are collaborating with start-ups.
Both interest and investment in Fintech has exploded in the last few years. Fintech, the intersection between finance and technology, has experienced a 67% growth in investment in the first quarter of 2016, with investment reaching $5.3 billion (Accenture, 2016). PwC (2016) report that 83% of financial companies believe that specific aspects of their business are at risk to various fintech start-ups.
There are a number of key themes emerging in Fintech with Blockchain technology, artificial intelligence, RegTech and predictive analytics all being key emerging themes. In financial services, Blockchain is receiving much attention and investment due to its potential to disrupt and transform. It is purported that Blockchain holds the potential for 99% reduced settlement time and risk exposure in capital markets. In 2016, there have been a number of notable Blockchain “Proof of Concept” initiatives. For example, on New Year’s Eve, NASDAQ enabled the first-ever private securities issuance on their new Blockchain technology platform, Nasdaq Linq. Institutions including Citibank, State Street and Credit Suisse are exploring its business potential.
The development of expertise in analytics using banking, regulatory reporting and external market data will be key in shaping the future of financial services. Multiple institutions are researching novel approaches to help their clients develop new insights and business opportunities from utilizing such data.
The emergence of the platform economy together with the advent of the Internet of Things has significant implications for financial service companies, with the combination of mobile, cloud and big data initiatives providing significant opportunities, both for transformation and disruption.
With technology having such an impact on financial services, an upcoming issue of Cutter IT Journal — with Guest Editor Philip O'Reilly, Senior Lecturer, University College Cork — is calling for papers, written with a practitioner audience in mind that will advance understanding of the state of the art.
Topics of interest include (but are not limited to):
- Blockchain, semantic technologies and smart contracts
- Emerging Fintech payment models and technologies
- Emerging Fintech Business Models
- Artificial intelligence and its role in financial services e.g. Robo-advisors
- Fintech and Customer Experience Management (CXM)
- The impact of Fintech on Governance, Compliance and Risk
- Data Visualization and Analytics in Financial Services
- Integrating Fintech technologies into an incumbent’s ecosystem.
ARTICLE IDEA DEADLINE: SEPTEMBER 16, 2016. Please send your article idea to Philip O'Reilly at Philip[dot]OReilly[at]ucc[dot]ie with a copy to Christine Generali at cgenerali[at]cutter[dot]com and include an extended abstract and a short article outline showing major discussion points.
ARTICLE DEADLINE: OCTOBER 21, 2016
Bibliography Accenture (2016) Fintech and the evolving landscape: landing points or the industry. Available at http://www.fintechinnovationlablondon.co.uk/pdf/Fintech_Evolving_Landscape_2016.pdf
PwC (2016) Blurred lines: How FinTech is shaping Financial Services. Global Fintech report 2016. Available at http://www.pwc.com/gx/en/advisory-ervices/FinTech/PwC%20FinTech%20Global%20Report.pdf
|January 2016||Technology Trends and Predictions: 2016||Cutter Consortium|
|February 2016||Disruption and Emergence: What do they mean for Enterprise Architecture?||Roger Evernden|
|March 2016||Technical Debt: The Continued Burden On Software Innovation||Tom Grant|
|April 2016||IoT Data Management and Analytics||Bhuvan Unhelkar and San Murugesan|
|May 2016||The Role of Ethics in Algorithm Design||Robert Charette|
|June 2016||Cultivating Success in Big Data Analytics||Barry Devlin|
|July 2016||Security in the Internet of Everything Era||Patrikakis Charlalampos and George Loukas|
|August/September 2016||Business-Driven Digital Transformation||Whynde Kuehn|
|October 2016||Cognitive Computing: Applications, Trends, and Implications||Paul Harmon|
|November 2016||FinTech and the Digitization of Financial Services||Philip O'Reilly|
|December 2016||Technology Trends, Predictions, and Reflections 2017||Cutter Consortium|
|January 2017||The 21st Century Technology Leader||Paul Clermont|
|February 2017||Information Superiority and Digital Capital||Borys Stokalski and Bogumil Kaminski|
|March 2017||Business Opportunities in the New Digital Age||San Murugesan|
|April 2017||FinTech Innovation and Disruptive Technologies||Phil O'Reilly|
|May 2017||Leveraging Enterprise Architecture for Digital Disruption||Roger Evernden|
|June 2017||Digital Transformation in the Industrial Sector||C. Patrikakis|
|July 2017||Agile Leadership||Don McIntyre|
|August 2017||The Customer Experience|
|September 2017||The Innovator's Imperative||Steve Andriole|
|October 2017||Robotic Process Automation|
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 2,500-3,500 words, unless otherwise specified by the Group Publisher.
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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.
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- 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