Editorial Guidelines

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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.

Open Calls for Papers:

► Want Happy Customers? Make Your Employees Happy! ►  Digital Shift  

Editorial Guidelines   Editorial Calendar   Sample Issue

Want Happy Customers? Make Your Employees Happy!

Guest Editor: Robert Scott
Abstract Deadline: January 30, 2020
Article Deadline: February 28, 2020

Much has been written about strategies to improve customer experience. This outward-facing focus is admittedly critical to business success. However, organizations often ignore or forget that a key driver for customer satisfaction is the impact that employees have on the customer experience.

Employee experience is a worker's observations and perceptions about his or her employment within an organization. Experience is often influenced by several factors including the company's physical workspace, the opportunity to take on new or expanded work roles and responsibilities, the work-life balance the company provides and technology that enables productivity and technology.  While often neglected, initiatives aimed at improving employee experience can have an immediate and positive impact on customer satisfaction and ultimately the bottom-line.

In today’s complex world, there are several factors contributing to employee engagement at the workplace.

Career Development Opportunities
Career development opportunities are one of the factors contributing to employee engagement at the workplace.  When employers continuously invest both time and money in their employees’ development at the workplace, employees will realize that the company is also interested in the progress in their career.

A Learning Culture
One of the factors contributing to employee engagement is by creating a company culture that encourages employees to keep on learning and acquiring new knowledge all the time. An employee who understands that their employer is not only interested in making profits and sales, but also in improving and educating all their staff, will soon learn to appreciate the company’s learning culture and will get engaged in the company’s goals.

Use of Technology
Increasingly our complex personal lives are being supported and made simpler through services and experiences enabled by digital technology. We book trips, stream our favorite movie or television show or buy a product online to be delivered within 24 hours, all with a few taps on a phone or tablet. We have come to expect seamless digital experiences in our personal lives with expectations that these experiences will delight us with near-flawless technological execution.

However, when we move to our business life, things are often very different. The experience we have as an employee rarely match that we have as a customer at home. While businesses profess that they recognize the importance of employee experience as an enabler of productivity, the reality is often that technology is a source of frustration. Employees struggle to effectively connect with one another; accessing key information in a timely manner is difficult and the available tools are anything but easy and intuitive to use. Workers are asked to navigate through complex processes, systems and structures, often with no straightforward way to get support.

As younger generations enter the workforce expecting to engage others with ease, they are finding a digital workforce experience that does not measure up to their at-home experience. This can cause a great deal of frustration, contributing to a negative workforce experience overall.  Why is this a problem? The quality of the workforce experience is directly connected to productivity and engagement. Higher engagement leads to employee retention, improved service to customers and ultimately to improved business performance.

Cultural Diversity
We are currently in the generation full of multicultural people; thus, cultural diversity is vitally important in a company. Cultural diversity is when companies are open to hiring employees from all sorts of different backgrounds; regardless of ethnicity, religion and culture. Of course, diversity by itself is not enough. Employees also need a sense of inclusion. When companies recruit, retain and develop a diverse pool of people, it brings about innovation and creativity that benefits the company as well as its employees.

Employee Recognition
Great companies know that the employees are the heart of the business. Satisfied and engaged employees would bring in not only positive energy to the workplace but also increase the company’s profit and sales. Employees who feel they have a positive personal rapport with their management are more likely to be engaged. Not only that, employees would feel appreciated when they or their work gets noticed and this encourages constructive employee engagement.

An upcoming issue of Cutter Business Technology Journal will address the question: what can be done to increase employee engagement to increase customer satisfaction and ultimately business results?

Article ideas may include (but are not limited to the following):

  • How can improving employee satisfaction and engagement impact an organization’s effectiveness?
  • How can technology help or hinder employee engagement?
  • To what extent does having a multi-generational workforce impact engagement?
  • What HR staffing policies help/hinder employee satisfaction and engagement?
  • How does a culture of diversity, learning, and recognition contribute to the employee experience?
  • What trends in technology roles are opportunities to increase employee engagement?

Submit article ideas here!

ARTICLE IDEAS. Please send article ideas (few sentences/short paragraph) to Robert Scott and Christine Generali (scottrd1@gmail.com and cgenerali@cutter.com). Accepted articles due February 28, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.

Digital Shift

Guest Editor: Volker Pfirsching
Abstract Deadline: Open
Article Deadline: January 27, 2020

An all too common misconception of digital transformation is that it involves simply adopting the latest digital tool or technology. But that path leads to failure. To succeed, organizations must take a holistic approach to digital transformation — a digital shift.

A digital shift addresses all relevant dimensions of a digital transformation. This starts with a clear definition of what “digital” means to the company, along with its objectives and goals. In other words, what does “digital” mean to us?

Next, it is important to develop a company culture that is flexible enough to continuously adapt to changing environments. Do your employees have the right skills to meet new technological requirements? If not, what type of training and skill development measures are needed?

Also essential to a digital shift is nurturing a culture of empowerment. Sharing the organization's digital strategy, vision, and goals with employees builds a feeling of shared purpose and a spirit of innovation. As well, it can help minimize any possible resistance to change. Employees who have a clear understanding of the digital target picture and their role in a digitization journey can experience a shift in mindset that can go a long way towards achieving shared organizational goals.

Other factors that contribute to a successful digital shift include excelling in the use of data, collaboration and alignment between the business and IT units, taking an iterative, agile approach to maintain sustainable growth, and formulating flexible business models to adapt to changing environments.

What other factors do you see as essential to realize a digital shift? An upcoming issue of Cutter Business Technology Journal will examine the key considerations required to fully support and implement a digital shift, and we invite your contribution. You may also elaborate on the discussion points mentioned above.

Article ideas may include (but are not limited to the following):

  • What key elements are essential to a digital shift? What are the challenges?
  • How can you make employees active participants in a digital shift?
  • What is necessary for a company-wide buy-in to a digital strategy?
  • What type of cultural transformation is necessary? What organizational/cultural barriers need to be addressed?
  • How can complexity, change resistance, and lack of transparency be overcome?
  • What type of skills do employees need to adapt/contribute to a digital business model?
  • How can a skills gap be measured? What skill development measures/training should be implemented?
  • What does the architecture process look like to keep the data architecture current and applicable?
  • How can you empower your leaders and employees to implement and work towards digital shift goals daily?
  • How can you assess your digital shift readiness?
  • How can you achieve the flexibility/agility necessary for a digital shift?

Submit article ideas here!

ARTICLE IDEAS. Please send article ideas (few sentences/short paragraph) to Volker Pfirsching and Christine Generali (pfirsching.volker@adlittle.com and cgenerali@cutter.com). Accepted articles due January 27, 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 (ldias@cutter.com).

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 (cswain@cutter.com). 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 https://www.cutter.com/our-experts.

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. If you request, we will grant you, or your designee, copyright of the article providing you extend first-time publishing privileges, in print and electronic formats to Cutter Information LLC; otherwise, the article will be copyrighted by Cutter Information LLC.

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: service@cutter.com) 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
April 2020 Disruptive 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