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 upcoming topics. For questions or to send an article idea for consideration, please contact Christine Generali at cgenerali[at]cutter[dot]com.
Guest Editor: Jeanne Bliss
Abstract Submission Date: March 1, 2018
Articles Due: March 31, 2018
Guest Editor: Scott Ambler
Abstract Submission Date: CLOSED
Articles Due: March 2, 2017
Guest Editor: Phil O'Reilly
Abstract Submission Date: March 9, 2018
Articles Due: April 14, 2018
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 a create a successful customer journey?
- What use cases describe a successful customer experience strategy?
- What technologies are enabling better customer experience?
Abstract Submissions due March 1, 2018. 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 March 31. 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 tracability, 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 tranforming 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 multi stakeholder Blockchain systems?
Abstract Submissions due March 9, 2018. 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 14. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
Business agility – being an adaptive, lean, responsive, and learning organization – is a race that enterprises need to win today, especially with the threat of disruption by new competitors. Yet there is no quick fix and no silver bullet to attain business agility. This is a multi-year journey requiring hard work, experimentation, and most importantly, a willingness to improve. To succeed, business agility requires true agility across the entire organization, not just in software development, DevOps, and IT.
The challenge remains of how to move from optimizing team performance to optimizing the entire enterprise to enable rapid response to market conditions and enable innovation. A Disciplined Agile approach lowers risks and provides a path to accelerate the journey to business agility and consequentially the ability to adapt and thrive in a digitally competitive world.
An upcoming issue of Cutter Business Technology Journal, with Guest Editor Scott Ambler, will address the strategies and approaches necessary to achieve a true agile business transformation. Topics of discussion include but are not limited to the following:
- What key components are necessary for a successful enterprise agile transformation?
- How can the Disciplined Agile framework speed-up a transformation to business agility?
- How can an agile approach and mindset encourage innovation in a digitally changing world?
- What types of continuous improvement strategies are necessary to enable a self-sufficient, adaptive organization?
- How can executives play a role in driving organizational agility?
- What role does culture play in organizational agility success? What cultural changes are necessary to enable organizational agility?
- How can a sound agile approach give organizations the tools they need to keep from being disrupted?
- In addition to IT, how must business operations, governance, procurement, human resources, etc. be streamlined for organizations to remain competitive?
- How can agile and lean strategies be applied to all aspects of IT, not just software development?
- How can an agile mindset and approach help us deal with other complexities such as compliance, vendor management, budgeting, and offshoring?
- How does a disciplined approach to DevOps improve the flow through the entire ecosystem and produce better outcomes?
- What are the key components, practices, and strategies to a successful DevOps approach?
- How do you move from a project-mindset to a product-mindset to a value stream mindset?
- How can each aspect of IT be improved in parallel yet still work collaboratively?
- How can an Agile transformation evolve into a long-term continuous improvement strategy?
ARTICLE PROPOSAL DEADLINE: FEBRUARY 2, 2018 Please send your article proposal to Scott Ambler at scott[at]scottambler[dot]com, with a copy to cgenerali[at]cutter[dot]com no later than February 2 and include an abstract and a short article outline showing major discussion points.
In your proposal, also highlight key contributions of the article that are of value to the readers and include a brief biography of each author. ARTICLE DEADLINE: MARCH 2, 2018 For manuscript guidelines, see https://www.cutter.com/call-papers#Editorial Guidelines
Artificial intelligence (AI) is no longer just the stuff of science fiction movies; it's real and transforming the way we live and do business. AI encompasses several technologies including machine learning (ML), deep learning (DL), and chatbots. AI is currently being used in domains such as finance, manufacturing, healthcare, automotive, entertainment, security, and in cyber-physical systems, to name a few.
As well, large investments are being made in research, development and marketing of AI products, tools and services. There is increasing awareness of AI and its promises, limitations and concerns. To gain dominance in the AI landscape, there is fierce competition among technology giants as well as startups. Ongoing developments in AI and the resulting possibilities are impressive and likely to further transform the world. Alternatively, there are serious concerns of the ethical implications and potential harmful effects of AI applications on society.
An upcoming issue of Cutter Business Technology Journal, Guest Edited by San Murugesan, is seeking insight on the key challenges, opportunities, business applications, new research, technologies, strategies, and ethical considerations of AI, machine learning, deep learning and chatbots, now and in the future. It will also seek to examine the key technologies that will have a transformative influence, present insight on strategies and approaches for realizing its potential, and discuss emerging new issues and concerns and how it may impact IT jobs and businesses. For this issue, we welcome articles from practitioners, academics, consultants, visionaries and industry experts to address one or more of the following suggested questions:
TOPICS OF DISCUSSION
- What are the promise and potential of AI, ML, and DL from practical perspectives?
- How is AI being used now or in the future in domains such as business, finance, manufacturing, healthcare, education, etc.?
- How could AI could be innovatively employed in IoT and smart city applications, robotics, home appliances, and personal gadgets?
- How may AI and ML be used to further improve cybersecurity and effectively manage cyber threats, including obscure, new and unknown (future) threats? What AI tools and approaches have already been employed, and what were the resulting benefits?
- How may business, entertainment industry, gaming, and tourism get transformed by AI, and what new applications and innovations may emerge?
- How can AI be innovatively and judiciously applied in an enterprise? What should encompass an enterprise AI strategy, and how should it be implemented? What are some examples?
- What are the limitations and challenges posed by AI and how may they be addressed?
- What are the major concerns, fears and threats of AI applications? Is it overhyped or real?
- How may AI impact the jobs landscape, IT and otherwise?
- What new opportunities will arise now, and in the near future, for the IT industry and technology professionals?
- Who are the major players around the globe in the AI landscape (technology, applications, services and tools), and what are their offerings?
- How can AI systems and humans work together collaboratively?
- What are moral and ethical obligations and responsibilities of AI application developers?
- How do we go about developing an AI application? How can we test and evaluate an AI application and establish its trust-worthiness?
- Do AI technologies and applications need be regulated, and if so by whom?
ARTICLE PROPOSAL DEADLINE: JANUARY 10, 2018 Please send your article proposal to San Murugesan at san[at]computer[dot].org, with a copy to cgenerali[at]cutter[dot]com no later than January 10 and include an extended abstract and a short article outline showing major discussion points. In your proposal, also highlight key contributions of the article that are of value to the readers and include a brief biography of each author. ARTICLE DEADLINE: FEBRUARY 12, 2018
What technologies are going to be game-changers for 2018 and beyond? Why? What technologies will propel new digital business opportunities? What strategies and operational priorities should technology managers be considering?
Like last year, we’ll be compiling the trends and predictions and publishing them in an upcoming issue of Cutter Business Technology Journal titled, "Technology Trends and Predictions 2018." Articles only need to be about 1,000 words. See how the Technology Trends and Predictions 2017 issue turned out!
What will happen in areas such as big data, analytics, IoT, mobility, security, cloud, digital disruption and transformation, social media, cognitive computing, AI, machine learning, agile, fintech, innovation, architecture, etc.? What else do you see brewing on the horizon?
Your 1,000 word contribution is due December 29. Along with your prediction, please consider addressing the following in your article:
- What business benefits can be derived from these technologies/strategies?
- How can companies leverage these technologies/strategies to gain competitive advantage?
- How will these technologies/strategies improve the customer experience?
To secure your space in the issue, please let us know asap and include a few sentences (not a formal abstract) describing what you would like to discuss in your article. Please send your complete article to Christine Generali by December 29.
With data being collected by organizations at a staggering rate, the demand for analytics to leverage the insight from this data is growing just as fast. Big data can viewed as a gateway to new opportunities, as a means of managing risks, or as a tool to improve business sustainability. Oftentimes, big data is associated with two keywords: analytics and technologies. These keywords represent an evolving suite of trends – from descriptive, predictive and prescriptive analytics to the application of Machine Learning, and Cloud technologies. Continuously monitoring these trends in analytical approaches and technological breakthroughs in the context of Big Data and applying them to produce business value is the key to survival in this fast-paced digital age. But determining what tools to use to analyze this volume of data can be daunting.
This issue of Cutter Business Technology Journal, with Guest Editor Bhuvan Unhelkar, will explore trends in analytics and other technologies as related to Big Data that can be incorporated into business strategies and processes for better decision making and competitive advantage. What types of strategies and technologies should organizations employ to ensure they are turning their data into oil?
Suggested article ideas include, but are not limited, to the following:
- What is the role of Big Data analytics in business and how does it influence business decision making (that is different to the decision making without Big Data analytics)?
- What are the different types of analytics (descriptive, predictive, prescriptive) and their key characteristics when applied in practice? What are the risks and challenges in utilizing analytics in practice?
- How are predictive models developed and used? (e.g. by creation of a predictive score, a Net Promoter Score, and so on)? Are there methods and frameworks that can be used in developing predictive models?
- What types of data analytics are appropriate, and under which circumstances?
- How can predictive analytics help optimize operations?
- Why is Machine Learning crucial to effective utilization of Big Data?
- What are the risks associated with application of Machine Learning in business? (legal, ethical issues?)
- How does Machine Learning change business processes?
- How do you decide on utilizing Big Data for training versus predicting?
- What are the key challenges in realizing the full potential of IoT and the data it generates, and how can we address those challenges?
- What are the effective strategies for managing IoT data? Are they different from managing traditional enterprise (big) data, and if so, how?
- What is the nexus between Cloud computing and Big Data analytics?
- What are the popular Cloud computing platforms and what are their advantages and limitations?
- What are the popular and appealing use cases in Big Data?
- How can Big Data be integrated with enterprise information systems and organizational operational data?
- What are the responsibilities of a Data Scientist in helping an organization realize the benefits of Big Data?
- What are possible metrics to measure the success of Big Data?
ARTICLE IDEA DEADLINE: SEPTEMBER 22, 2017
ARTICLES DUE: OCTOBER 20, 2017 Please send article ideas to Christine Generali and Bhuvan Unhelkar, and include an extended abstract highlighting the practical significance of your article to the readers. Please include an outline showing major discussion points, and a brief bio of the author(s).
Articles should be original with a practical orientation and be written in a style accessible to practitioners. Overly complex, purely research-oriented, or theoretical treatments aren't appropriate for Cutter audience. Once the abstracts are accepted, we plan to work iteratively with you to develop an effective paper.
Some leaders mistakenly believe that they can opt out of Digital Transformation. They view Digital Transformation as adopting new technologies, and implementing organizational changes to enable the new technologies to provide the promised business benefits. Unfortunately, this is based on the erroneous assumption that organizations can choose whether they are impacted by new Digital Era technologies. The fact is, new Digital Era technologies are driving new ways of conducting business across industries and geographies.
No one is untouched.
The overall environment is continually changing and everyone is affected. Digital Era technologies are changing the relationships between employers and employees, between vendors and customers, and between service providers and service consumers. As these relationships change, expectations change as well.
Newcomers are More Adaptable
Most Digital Era success stories have a common thread: the organizations are small, new, and highly adaptable. This does not mean that larger, older organizations cannot benefit from Digital Era technologies. However, most organizations become less flexible as they age. Management practices of many older, more bureaucratic, control-oriented organizations get in the way of Digital Transformation.
Transformation vs Disruption
And, to make things worse, Digital Transformation doesn’t really work. “Transformation” implies that an organization can make a change (however complex the change) with a clear beginning and end. And that once the organization is “transformed”, the new processes and practices will become the norm. Everything will hum along smashingly. In fact, Digital Era technologies are driving continuous disruption. Significant technological changes continue to disrupt the landscape. No organization is in control of its environment. Survival is based upon an ability to sense changes early, and adapt quickly. Most top-down, hierarchically-oriented organizations have structures and processes that attempt to treat continuous changes as discrete, one-time events.
Cultures Change More Slowly Than Technologies
Many organizations have implemented new technologies, and never achieved the desired benefits since the organization failed to change. Every organization, no matter their size, history, or industry, is facing the same challenge: to build and maintain a culture that adapts to a continually changing landscape. Implementing new management practices takes a year or more. Shifting an organizational culture takes several years. The time to start is now.
This issue of Cutter Business Technology Journal with Guest Editor Sheila Cox will explore the cultural and change management challenges unique to digital transformation. How can organizations develop a culture that supports digital transformation?
Suggested article ideas include, but are not limited to, the following:
- How do change management practices need to change to support digital transformation?
- What is the composition of a change management team in the digital era? How are they structured?
- Where is the best place to report in the organization?
- How should an organization monitor and measure change management effectiveness?
- What are the characteristics of cultures that support digital transformation? How can leaders develop and encourage such a culture?
- How can an organization develop a vision for the future when everything is in flux?
- How can organizations encourage experimentation and risk-taking? How can they avoid out-of-control risk-taking?
- What drives innovation?
- How should an organization monitor and measure innovation effectiveness?
- How do leaders encourage or discourage collaboration?
- What management practices are important in the digital era?
- What are the characteristics, skills, background, and experience of a successful digital era leader?
- How can organizations recruit, motivate, and retain such leaders?
- What options are available for old-line hierarchically-oriented companies to encourage innovation? Do skunkworks, spinoffs, and joint-ventures?
Abstract Submissions due October 14, 2017. Please send article ideas to Christine Generali and Sheila Cox, including an abstract and short article outline showing major discussion points. Accepted articles will be due November 18, 2017. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
For well over a decade, leaders around the world have been encouraging software teams to embrace Agile development practices. The success of many of these teams has moved some leaders to extend their Agile approach to other parts of their organizations, allowing them to achieve true Organizational Agility. That’s the good news. The bad news is that in numerous industry surveys, issues related to Leadership have been identified as some of the top reasons that many Agile transformations have struggled. In the more successful transformations, Leadership has often been credited for being a major part of the success. So what can be done to help more leaders engage in successful transformations?
Cutter Business Technology Journal Guest Editor Don MacIntyre invites papers that explore Agile Leadership, the effect it can have on Agile transformations, and what Leaders need to do about it. Topics of interest include (but are not limited to):
- What is Agile Leadership and how does it differ from traditional leadership?
- What skills and competencies are required of an Agile leader?
- What are some of the leadership challenges that arise when undergoing an Agile transformation?
- How can leaders demonstrate support for an Agile transition?
- How can Agile help leaders with the complexity and uncertainty of work in today’s organizations?
- How can leaders build trust and collaboration within their organization?
- How can leaders empower teams to take ownership of their work?
- What does a leader need to know about common practices such as Lean, Scrum, XP, Kanban, and DevOps?
- What type of a leadership mind shift must take place within an Agile organization?
Abstract Submissions due July 26, 2017. Please send article ideas to Christine Generali and Don MacIntyre, including an abstract and short article outline showing major discussion points. Accepted articles will be due August 28, 2017. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
Similar to Fintech revolutionizing the financial services industry, Insurtech is taking the insurance sector by storm with its innovative and possibly disruptive technology solutions. The benefits to incumbent insurers include better engagement with and reestablishing trust with customers, the ability to innovate quicker with improved products, services and distribution, increased operational efficiency and profits, the ability to generate meaningful risk insight, and the opening of new market opportunities for millennials seeking easier means of purchasing insurance.
However, the transition to an Insurtech business model comes with its challenges as many insurance companies are mired in old legacy systems with high cultural barriers that could serve as roadblocks to adoption. As well, Insurtech startups are replete with their own challenges as they try and break into a highly regulated, long established market with an entrenched customer base.
Cutter Business Technology Journal Guest Editor Steve Andriole invites papers that address how Insurtech is bringing both innovation and disruption to the insurance industry.
Discussion points may include the following:
- How can traditional insurance companies benefit from integrating Insurtech technologies into current business models?
- What are the challenges of integrating Insurtech innovations?
- What are some of the emerging Insurtech business models and technologies?
- What new vendors are entering the Insurtech market?
- What mutual benefits can be achieved by the collaboration between startups and incumbents?
- What threats do startups pose to traditional insurance carriers?
- How can Insurtech improve the customer experience?
- What is the impact of Insurtech on governance, compliance and risk?
- How can Insurtech technologies be integrated into an incumbent’s ecosystem?
- What impact will Insurtech startup companies have in the insurance industry?
- What advantages do incumbent insurers have over startups and vice versa?
- What are some of the main challenges faced today by Insurtech startups?
- How are AI, machine learning and robotics being used to improve decision making and processes?
Abstract Submissions due August 18, 2017. Please send article ideas to Christine Generali and Steve Andriole, including an abstract and short article outline showing major discussion points. Accepted articles will be due September 22, 2017. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
ARTICLE DEADLINE: SEPTEMBER 22, 2017
Cutter Business Technology Journal Guest Editors Patrikakis Charalampos and Jose Barbosa invite papers that explore how global industries are adopting Industrial Internet of Things (IIoT) or Industrial Internet solutions and realizing improvements in operational efficiencies, productivity, safety, profitability and ultimately driving digital transformation. Possible discussion points include those stated above and below (but are not limited to):
Abstract Submissions due June 23, 2017. Please send article ideas to Christine Generali and Patrikakis Charalampos, including an abstract and short article outline showing major discussion points. Accepted articles will be due July 21, 2017. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
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.
Cutter Business Technology Journal Guest Editor Roger Evernden 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?
Abstract Submissions being accepted now. Please send article ideas to Christine Generali and Roger Evernden, including an abstract and short article outline showing major discussion points. Accepted articles due TBD. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
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.
Abstract Submissions being accepted now. Please send article ideas to Christine Generali and Steve Andriole, including an abstract and short article outline showing major discussion points. Accepted articles due TBD. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
FINAL ARTICLE DEADLINE: Deadline extended
|May 2018||Transforming the Customer Experience||Jeanne Bliss|
|April 2018||Blockchain Technology||Phil O'Reilly|
|March 2018||Disciplined Agile: Roadmap to Business Agility||Scott Ambler|
|February 2018||AI: Trends, Opportunities, Challenges||San Murugesan|
|January 2018||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|
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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.
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