This is the final installment of a 10-part series designed to help you transform the way you manage, analyze, and utilize your workforce. Here’s what we’ve covered so far:

 

To adapt quickly and stay competitive, many organizations are choosing to transfer a number of their functions to external service providers. Today, we’ll dive into how to choose trustworthy partners to help you reach your goals while preserving your company’s culture.

Continue reading “Transform Your Workforce, Revolutionize Your Business [Part 10]”

This is part nine of a 10-part series from our friends at MAU designed to help manufacturers transform their companies, gain a competitive advantage, and sustain long-term business success. 

Last time, we shared three valuable tools for manufacturers to add to their staffing and recruitment strategies. Today, we’re going to show you a new way to approach maintenance and help you determine whether outsourcing this business function is a strategic move for you.

Continue reading “Why Outsourcing Maintenance is a Smart Choice for Manufacturers [Part 9]”

2020 was a year of major disruption and innovation for the energy and utility industries. Modernization efforts accelerated in plant environments as leaders turned to tech to continue providing critical services. Whether it’s improving reliability, efficiency, or security, emerging technologies are helping to transform the utility industry as we know it—and the pace of that change will only continue to accelerate.

To help leaders in the utility industry stay ahead of digital transformation, we’re sharing some of the top technology trends to look for in 2021 and beyond.

Digital Twin
Many energy companies are using IoT to build smart energy plants and grids. To streamline operations, they need ways to make better sense of this data. Enter digital twin technology—a digital replica of a physical asset offering energy leaders increased visibility and prediction capabilities. In an increasingly distributed energy future, digital twin technology will be hugely beneficial for utilities.

Artificial Intelligence & Machine Learning 
There are virtually endless applications of AI in the utility space. Many are turning to AI to manage demand, improve business intelligence, prevent outages, and improve customer care. AI and ML tools eliminate reliance on manual inspections and empower key decision-makers with more accurate and actionable data on power company infrastructure.

Edge Computing
More and more utility companies are embracing big data to meet the needs of their customers. Empowered by data, utilities can fend off potential security threats, meet customers’ needs, and reduce energy costs. Edge computing, where data is processed at or near the sources of data generation, is helping utility leaders analyze and act on this data in real-time. According to Forrester, 84% of utility companies are either implementing or planning to implement Edge IoT-enabled distribution automation of electric or water.

Drones
Drone technology helps utility companies inspect, monitor, and maintain their assets in a safer, more efficient way. These unmanned aircraft systems (UASs) are armed with cameras and other sensors to give utilities greater visibility into their infrastructure and identify potential threats quickly. In a time of social distancing, this technology has proven to be even more valuable and effective. 

The utility and energy sector is in the midst of a major digital transformation. If you’re looking to reimagine the future of power, gas, or renewables and need the right tech team to make it happen, contact us today. 3Ci supports leading utility and energy companies with top tech talent and custom solutions.


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As a business leader in the manufacturing industry, you’re constantly looking for ways to gain a competitive advantage and future-proof your business. In this 10-part series, MAU president Randy Hatcher helps you do just that. 

In part 7, he explained how outsourcing can transform your business. Today, he’s introducing you to three specific outsource opportunities that can make your manufacturing business more competitive.

Continue reading “3 Outsourcing Strategies for Manufacturers to Consider [Part 8]”

Are you looking for a way to reduce hiring costs and improve efficiency within your company? Have you considered outsourcing your recruiting, or maybe even your entire employment function? In this series, we’re exploring how to future-proof your business through business transformation, and optimizing the way you find and hire talent is a major piece of the puzzle. 

Last time, we explored how to differentiate between core and non-core business functions. Today, we’re diving into one non-core critical business function that may represent a major untapped opportunity for your business.


As a business leader, what could be more important than your role as gate-keeper of the culture and soul of your company? Determining how to attract and hire top talent is one of the most critical business decisions you’ll ever make. And yet, regardless of the hiring process you adopt, its greatest value to your company occurs only during the final interviewing phase, when you and your team can look candidates square in the eye and ultimately decide whether they are the right fit for your company.

The rest of the process is simply a means to an end. For that reason, the employment function lends itself perfectly to outsourcing. This front-office activity is not unique to any industry, and there are experts who possess greater skills, systems, and efficiencies than any person or department within your organization. Why? Because that’s all they do every day, 24/7. They ought to perform this task better, faster, and maybe even cheaper than your company can.

Staffing and recruiting organizations exist to find temporary, contract, and full-time talent. Just as you are dedicated to making your product and delivering your service, they are dedicated to bringing you the right people at the right time and at the right price.

Many companies today are growing more familiar with Recruitment Process Outsourcing (RPO), whereby a third party assumes responsibility for all their external recruiting. This service becomes even more valuable when business leaders use it for outsourcing the entire employment function: bringing in new talent (external movement) as well as relocating workers within an organization (internal movement).


External Movement 
The acquisition of outside talent that will fit in one or more of these job categories: full-time regular, part-time, intern, co-op, contractor, temporary, or outsourced.


An RPO solution for hiring external employees can give you a leg up on your competition by enabling you to reach the talent first so you can make the job offer first. The measurement tools offered through this lean and transparent system ensure integrity and efficiency in every step of the process.

Without such a solution in place, many companies fail to fulfill their responsibilities when they turn to a recruiting service. Looking for talent, they’ll call on such a business, which works quickly to send them qualified resumes, but then they might take a week or longer to provide feedback. In that time, the candidates have other interviews and receive job offers, and the process must start all over.

Companies often demand full accountability on the recruiter’s part but don’t place the same expectations on their organization, unknowingly paying the price in long-term vacancies and higher recruiting costs. However, when the processes they are accountable for are held to a standard or KPI (Key Performance Indicators), companies can improve their access to the best talent available—while lowering their hiring expenses.

In a lean RPO system, every step is measured, process takt times are set, and accountability and escalation plans are established for all parties involved. Everyone can view this real-time data on the Internet and stay informed.

Here are the many advantages of transferring your external recruitment tasks to an RPO provider:

Advantages of RPO

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Advantages of RPO


Internal Movement
The relocation of employees within an organization that occurs primarily through promotions and transfers.


To obtain the most value from RPO, companies need to consider using it for both internal and external workforce movement. The movement of existing employees falls within the following broad categories:

    • Job to job
    • Shift to shift
    • Plant (location) to plant (location)
    • Country to country
    • Continent to continent

At most sizable organizations, every time an employee bids or otherwise applies for an internal job opening, a minimum of eleven processes have to be completed for each person, and an additional eight processes for the employee who subsequently moves. Although the management of this process is important, no part adds value to a company’s product or service offering, making this hybrid RPO model such a worth-while option.

In part eight of this series, we’ll share another non-core critical business function that can and should be outsourced to help you reach the next level of business transformation. You can subscribe right here to get the series delivered to your inbox.


If you’re curious to learn more about how 3Ci and MAU can support your digital journey with individual consultants, end-to-end project planning, solution design, implementation, and more, schedule a call with our team.

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Note: This blog post was inspired by and adapted from Randall Hatcher’s book, The Birth of a New Workforce.

Continue reading “Why It’s Time to Outsource Your Recruiting [Part 7]”

The coronavirus is serving as a wake-up call for businesses around the world. CEOs and business leaders are wading through uncharted waters, searching for ways to stay competitive as they reimagine the future of their companies. In this 10-part master class series, MAU president Randy Hatcher offers guidance and experiential insight on how to step into the next chapter of your business by evolving the way you approach your workforce. 

Continue reading “A Real-World Example of Successful Workforce Transformation [Part 6]”

This is part five of a 10-part master class series from Randy Hatcher, president of our parent company, MAU. This series will help you transform your company, gain a competitive advantage, and sustain long-term business success through staffing. 

If you missed them, be sure to check out previous posts from this series. Here’s what’s been covered so far:

Today, we’ll get to the heart of why so many companies are failing to compete in today’s global economy and give you step-by-step instructions on how to start pursuing a more successful business blueprint today.



Saying Goodbye to an Outdated Workforce Model
I recently spoke with a friend of mine who is an executive with a successful Tier 1 international automotive supplier. At each of the eight plants he oversees, the normal business model is in place: manufacturing, finance, engineering, IT, administration, purchasing, quality, logistics, and HR.

His plants were doing a great job of assembling products for his customers, but there was one major issue—all of them focused on non-core work, and because the product was made elsewhere and then shipped to the plants for final assembly, the incredible overhead he had maintained for years was adding no value to the product.

His predicament brought up a number of questions in me: Why do so many companies fail to shift away from dated, inefficient business models? Why are so many executives reluctant to focus on the activities that would differentiate their companies and make them more competitive? Why are today’s leaders failing to engage in new, strategic thinking?

I think the answers to these important questions trace back to four main roadblocks:

It Seems Easier
For a number of companies, doing the same thing year after year—despite a steady decline in the marketplace—is better than risking the unknown.

They Don’t Know What They Don’t Know
Executives fail to question their own business models because they are unaware of other options.

Perceived Risk
Some leaders are worried that, if sweeping change occurred, their position would be affected.

They’re Busy
Many leaders continue to follow their old business blueprint because their packed schedules don’t afford them the time to design a new one. They can’t squeeze in another project, especially one that would necessitate overcoming the tremendous inertia of their company’s old blueprint.

Transformation Begins With a Single Step
So, how can today’s business leaders shift away from their dated, inefficient business models and compete in today’s global economy?

I believe it starts with a strategic approach to the workforce—a model that helps leaders focus all their time, resources, and creative efforts on their core activities by outsourcing their non-core activities to third parties that focus on them as their core.

>> Download The Core/Noncore Walkthrough Worksheet

To tailor such a model to your particular needs, you must first identify and classify all the areas in your organization. 

Begin the process by walking the floors of your company and jotting down the different jobs, departments, and functions represented there. When you’ve completed your plant tour, move down your list and mark off your core business functions by answering the following questions:

    • Which activities add unique value to your product or service and thereby differentiate you from your competitors?
    • What are you known for?
    • What are your customers willing to pay you for?
    • If you had only one company dollar to spend in the next five years, which activities would you invest in to become more competitive?

As you answer the questions above, be sure to turn to your colleagues for their feedback and insights, and fine-tune your list. I’ve found that when executives finish identifying all their core functions for the first time, they are often amazed by the low total. In fact, at an average manufacturing facility, as few as 50 percent of the jobs and processes might belong in this category.

The remaining activities on your walk-through list are probably non-core and fall into one of two subcategories: critical or noncritical.

The non-core noncritical subcategory includes business activities that have little to do with the business itself but are necessary in some way. The non-core critical subcategory contains the remaining non-core jobs, those still handled in most cases by full-time employees, such as HR, payroll, accounting, IT, and maintenance.

Here’s a good visual breakdown:

MAU Tought Leadership - Core and Non Core Activities Graphic-01

Most of the items in both non-core areas are fair game for management by third parties that focus on them as their core.

We’re halfway through this 10-part master class series designed to help you transform your company, gain a competitive advantage, and sustain long-term business success. In part six, we’ll show you why outsourcing your non-core critical activities is the best way to secure a stronghold in the marketplace.


If you’d like to receive the remaining posts directly to your inbox, subscribe here. Or, if you’re ready to continue the conversation and learn more about how 3Ci and MAU can support your digital journey with individual consultants, end-to-end project planning, solution design, implementation, and more, schedule a call with our team.

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This blog post was inspired by and adapted from Randall Hatcher’s book, “The Birth of a New Workforce” and originally appeared here on the MAU blog.

COVID-19 is driving unprecedented workforce transformation. Some organizations are taking drastic measures, with layoffs that have lead to historically high unemployment. Many are looking for ways to adapt their workforce to meet rapidly changing customer demand and recover from all the disruption. 

In this 10-part series, MAU president Randy Hatcher offers an integrated approach to workforce transformation to help readers transform their companies, gain a competitive advantage, and set up their businesses for success in a post COVID-19 world. 

If you missed them, check out parts one, two, and three of this series: 

In this post, we’ll explore temporary staffing, the difference between full-time employees and temps, and how to utilize both to future-proof your business.


During WWII, millions of men left their jobs to serve their country, creating huge gaps in the workplace that had to be filled. This labor shortage planted the seeds of what we today refer to as the temporary staffing industry, which responds to businesses needing workers. Many organizations today continue to rely on such help for special projects and seasonal peaks, often utilizing twenty, fifty, one hundred, or even thousands of people.

Temporary staffing can be utilized by businesses both big and small to offset seasonal needs, meet fluctuating production requirements, and gain specialized skills on a temporary basis. There are two main workforce models that utilize this temporary workforce. Here are the pros and cons of each and how they might apply to your business.

Staffing Workforce Model
Full-time employees combined with a flexible workforce consisting of temporary and contract workers, co-ops, and interns. This workforce model introduced business leaders to the concept of using outside contractors and services to better manage their companies and respond to changing market conditions.

Advantages

  • Strategically balance labor needs and production levels by bringing in workers when they need them and then letting them go when they do not
  • Convert a historically fixed labor cost to a variable one while shifting liabilities for unemployment, EEOC matters, benefits, and worker’s compensation to a third party.
  • Use of contracted suppliers to manage low-skilled tasks leads to better outcomes at a lower cost.
  • Purchasing and finance departments save money on what companies pay for the hourly bill rate.

Disadvantages

  • Large disparity in pay between full-time regular employees and temps gives rise to a wide gap in the quality and dedication levels between the two types of workers.
  • Temporary workers display lower morale, higher absenteeism, greater turnover, less efficiency, and poorer work quality as compared to their full-time counterparts.
  • Decreased business efficiency as more labor hours are required to get the same amount of work done, largely due to exorbitant turnover and absenteeism, as well as constant retraining.

Temp-to-Perm Hiring Model
A full-time workforce drawn almost exclusively from a pool of low-paid temporary workers.

Advantages

  • Easy way for hiring managers to quickly make selections from an existing temporary pool rather than going out into the marketplace.
  • Gives employers the opportunity to evaluate candidates before making a final hiring decision to avoid poor hiring decisions.
  • Enables your business to adjust more easily and quickly to workload fluctuations

Disadvantages

  • Can inadvertently weaken the quality of your workforce.
  • Bad for organizations who fail to set their full-time hourly pay rates to true market valuation.
  • Tendency to overpay full-time employees (who are far less efficient than they were during their first year of employment) and underpay temporary workers (hurting your chances of attracting the highest quality candidates).

So, is leveraging the temporary workforce right for your organization?
Perhaps. While temporary workers can help you balance labor demands and realize cost savings, they can also affect the quality and efficiency of your organization. If you continue to hire from your temporary pool, you must be willing to pay more and move closer to the job’s fair market value. If you choose not to do so, in the long term, you will dramatically reduce your competitive edge derived through your workers.

In part five of this series, we’ll show you how to say goodbye to outdated workforce models and pursue a more strategic approach to reach your unique business goals. If you’re interested in following along with this 10-part series on transforming your workforce to revolutionize your business, you can subscribe right here


If you’re looking to put the right skills in the right place at the right time, and adapt quickly to a rapidly changing business environment, schedule a call with the team at 3Ci. We are experts in software engineering who develop flexible, targeted solutions that rapidly address your staffing pain point and needs.

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Note: This blog post was inspired by and adapted from Randall Hatcher’s book, “The Birth of a New Workforce” and originally appeared here.

As utility leaders continue to respond to the impacts of COVID-19, many are looking for tech talent to continue providing critical services while reimagining the future of power, gas, and renewables. For years, utilities have notoriously struggled to attract a younger, digitally skilled workforce. Today, that old paradigm is rapidly shifting course. 

The very thing that once held utilities back in the war for tech talent has now morphed into the industry’s greatest competitive advantage. With all the uncertainty surrounding COVID-19, the safety, security, and predictability utilities provide is becoming more and more appealing to the tech talent pool.

When we’re recruiting talent for a utility company, one of the huge advantages we communicate to potential candidates is the consistency, reliability, and stability that come with the job. It’s unmatched.”
– Amy Vasquez, SVP Strategic Accounts at @3Cipeople Social Media Icons - Twitter

Historically hard-to-fill Industry 4.0 roles in machine learning, robotics process automation, AI, data science, and more are now readily available and ready to get to work. If you’ve been waiting to staff these key positions, this is the time to secure the available talent. 

Here are a few ways we’re finding success bringing today’s best tech talent to the utility industry.

Realize Your Greatest Strength in the Current Job Market—Stability
Even if you don’t offer the highest hourly rate compared to a tech company, a stable long-term contract often offsets that. Many of our utility clients offer contract positions that last up to three years in duration. There can also be potential for consultants to earn full-time positions within the company. Communicate this to potential employees!

“The utilities winning tech talent today understand the huge advantage that comes with the job—solid, long-term contracts.”
@3Cipeople Social Media Icons - Twitter

Highlight Your Total Compensation Package
When seeking out top talent for utilities, we make sure that candidates consider the total compensation package versus a salary alone. Compared to other industries, utility companies offer great benefits and even retirement plans. They also tend to provide competitive base salaries along with reliable bonuses.

Call Attention to Your Epic Mission
When your job is to support the energy infrastructure, you’re automatically part of something bigger than yourself. This makes utility companies incredibly mission-driven, which is attractive to this next generation of tech talent. With a built-in mission to keep the world running, utilities often provide a professional, polite, and caring environment. The key is to find tech professionals who find great value in this type of setting.

Recognize The Time-Sensitive Perks That Come With the Job
Think about it—what kind of company would you want to work for in the midst of a pandemic? Probably one that is stable and values safety over everything else. At their core, utilities are safety-driven. Perhaps this hasn’t been a wildly attractive offer for young tech talent in the past, but today, it’s top-of-mind. 

Utilities are more than just safe. COVID-19 has accelerated all types of transformation and modernization efforts in plant environments, transmission environments, and power plants. Aside from staying safe, utilities offer employees exciting and meaningful work.

“Utilities tend to be good corporate citizens in the communities that they serve. That permeates to their culture and how they treat people.” @3Cipeople Social Media Icons - Twitter

With all of the shifts happening in today’s workforce, there is a massive influx of highly skilled tech talent on the market. Of course, just because talent is available doesn’t mean it will be a good fit for your company. By staying honest and upfront about what you have to offer as a utility, you’ll attract talent that will thrive in your environment and get the job done. 

If you need help finding the right fit for your utility company, we’d love to start a conversation with you. Contact our team today.


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If you’re a forward-thinking leader in the manufacturing space, Industry 4.0 is on your immediate radar. From major operational efficiencies to increased product customization, Industry 4.0 technologies are quickly transforming the manufacturing and industrial spaces. 

As with any unprecedented opportunity, there is a sea of misinformation out there about this topic. To help you steer your ship and navigate a new wave of digital technology, we’ve pulled together this list of the most compelling Industry 4.0 stats.

Every tech leader needs to keep this list of Industry 4.0 stats in their back pocket.
#Industry40 #DigitalTransformation
Social Media Icons - Twitter

Industry 4.0 in Manufacturing Stats

7% of global business leaders have a concrete strategy in place to pursue new income streams from the IIoT. (Source)

86% of manufacturers expect to secure simultaneous gains from both lower costs and added revenue in the next five years due to digitization. (Source)

72% of manufacturing enterprises predict their use of data analytics will substantially improve customer relationships and customer intelligence along the product life cycle. (Source)

60% of businesses say a rigid IT infrastructure is holding back innovation. (Source)

90% of manufacturers believe that digitization offers their company more opportunities than risk. (Source)

Companies with highly digitized supply chains and operations can expect efficiency gains of 4.1% annually while boosting revenue by 2.9% a year. (Source

91% of industrial companies are investing in digital factories. (Source)48% of industrial companies expect to see a return on their investments in digital factories or digital concepts within five years. (Source)

48% of industrial companies expect to see a return on their investments in digital factories or digital concepts within five years. (Source)

Industry 4.0 Technology Stats

60% of businesses have implemented or plan to implement artificial intelligence. (Source)

60% of businesses see an integrated approach to cloud as a way to unlock the potential of disruptive technologies. (Source)

98% of industrial companies expect to increase efficiency with digital technologies. (Source)

By 2025, approximately 30% of all data will be generated in real-time. (Source)

By 2025, an estimated 150 billion devices will be connected across the globe. (Source)

It’s estimated that deploying AR/VR, autonomous vehicles, big data, machine learning and mobile could save the average U.S. company $85,000 per employee. (Source)

Industry 4.0 Workforce Stats

80% of employees believe AI will make work more empowering and engaging. (Source)

The Bureau of Labor Statistics expects the U.S. to add more than 24,000 jobs in network administration by 2026. (Source)

The Bureau of Labor Statistics expects the U.S. to add more than 10,500 jobs in network architecture by 2026. (Source)

35% of companies adopting Industry 4.0 expect revenue gains over 20% over the next five years. (Source)

39% of companies have hired an agency to recruit the skilled manufacturing candidates they need. (Source)

41% of manufacturers cite “finding skilled workers” as their number one challenge. (Source)

Ready to take your Industry 4.0 journey to the next level?

In the very near future, every company will need to make a decision—adopt Industry 4.0 technology and stay competitive. Or not. 

It’s a lot to take in, but remember that every transformation starts with minor, incremental changes. 

If your company is looking for a team to help you take the next step towards the future, get in touch today. We can help you navigate this new frontier with Industry 4.0 consulting and staffing services.

Continue reading “Industry 4.0 Stats Every Tech Leader Needs to Know”

At 3Ci, we are so much more than an IT staffing and technical consulting company. We are committed to putting people first and changing lives. Our blog is an extension of that commitment. It’s a place where we share information, ideas, and insights to help our clients (and readers) succeed.

Continue reading “3Ci’s Most Popular Blog Posts of All Time”

Staying competitive in the Industry 4.0 era means adopting new and exciting technologies, but what about hiring and retaining the highly skilled talent capable of leveraging them? According to a recent study by Deloitte, 63% of manufacturing and supply chain industry leaders cite “hiring and retaining the correct skilled workforce” as their biggest barrier in adopting and implementing new technologies. 

In this blog post, we’re breaking down the framework of technologies that will help you embrace Industry 4.0 and the talent you’ll need to compete in the Fourth Industrial Revolution.

Industry 4.0 Adoption: A Technology Framework

According to IBM, your ability to improve output, product quality, and competitiveness in the manufacturing sector through Industry 4.0 relies on a tech stack consisting of four key layers: the device layer, the IoT platform layer, the applications layer, and the industry solutions layer. Here’s a quick breakdown of each. 

“The Device Layer”
This layer includes things like sensors, gateways, and programmable logic controllers that provide critical data about manufacturing assets. 

“IoT Platform Layer”
The IoT platform provides connectivity to the devices and transmits data from devices to device. This layer is essential to accommodating data from all different types of equipment and encouraging collaboration throughout the manufacturing process. 

“Application Layer” 
Core to information technology, this layer evaluates equipment status and operational data. This is where advanced analytics are used to predict device performance issues, provide early warnings, and find patterns to make actionable decisions before downtime occurs. 

“Industry Solutions Layer” 
This layer adds domain expertise to the applications layer with different analytic models, tools, and cognitive capabilities that can be tailored to a company’s specific manufacturing process.

The Industry 4.0 Talent You’ll Need to Succeed

So, how can you be sure that you have an Industry 4.0 workforce that is capable of successfully implementing and managing each of these critical layers? From the factory floor to the corporate office, here are the types of professionals you’ll need to help you make the most of Industry 4.0. 

IT Professionals

You can’t build the application or IoT platform layer without a strong team of IT professionals. Industry 4.0 demands an enterprise view of data, and IT professionals are critical for designing, building, troubleshooting, and maintaining these Industry 4.0 technologies. Examples include:

  • Software Engineers
  • Network Engineers
  • Project Managers
  • System Engineers
  • IT Architects

Data Science Professionals

You can build all the software in the world and generate infinite amounts of data, but if you’re not able to take that information and make it actionable, it’s worthless. Data science professionals will play a key role in the adoption of Industry 4.0, turning data into consumable insights that can be utilized across your organization—from factory worker all the way up to the executive level. Examples include:

  • Data Analysts
  • Data Scientists
  • Manufacturing Scientists
  • Manufacturing System Scientists

Cybersecurity Professionals 

Anyone embracing the IoT layer of Industry 4.0 will need a team of cybersecurity professionals to strengthen existing security measures and prevent potential threats. Cybersecurity talent will be key enablers of Industry 4.0 adoption. Examples include:

  • Cybersecurity Architecture
  • Cybersecurity Engineering
  • Cybersecurity Testing
  • Cybersecurity Strategists

The truth is, this is just a small sampling of the skill sets and roles that you’ll need to embrace the opportunities associated with Industry 4.0. New roles are just emerging to keep pace with this massive industry transformation. Other roles you may need to keep on your radar are things like Digital Engineers, Machine Learning Engineers, Artificial Intelligence Engineers, Digital Design Engineers, UX Designers, UX Analysts, UX Architects, Augmented Reality Software Engineers, and so much more!

This type of talent isn’t always easy to find. If you’re looking for a partner to help you identify and recruit the right talent to meet your Industry 4.0 objectives, look no further than 3Ci. Get in touch with our team today to learn more.