The need for digital transformation and modernization has been fast-tracked in the past few decades. According to Forrester, CIOs spend around 72 percent of IT budgets on existing IT issues and only 28 percent of innovations. And yet, global spending on Digital Transformation reached $1.8 trillion by 2022 and is predicted to increase to $2.8 trillion by 2025. Therefore, IT organizations are going to have to continue to assess where investments should be made. Technology will undoubtedly continue to transform, seemingly overnight, so there is no standing still.

Whether it’s application modernization, enterprise data strategy, or modern architecture, as technology leaders across all industries gauge where investments are to be made in driving their organizations’ digital transformation, having the right partners in place is critical. From machine learning applications to enterprise data solutions, 3Ci’s Solutions Practice, and our team of Doozers, strive to provide services and develop products that bring value and improve how businesses harness the power of digital transformation.

Doozer Get’s Software Done

3Ci’s Software Solutions brings modern development practices in every cutting edge tech-stack to help our customers drive their business forward. Our team of Doozers takes pride in their craft. We are lifelong learners constantly tinkering with new tech to adapt to any business challenge. We produce elegant code and scalable, innovative solutions to give businesses a competitive advantage and drive value.

Our Doozers are highly skilled and understand the environments and complexities of small businesses to Fortune 500. Our approach is flexible, and we partner with our customer’s internal teams to meet them where they are. We adapt to the methodology needed and collaborate on the best approach. We have the experience and ability to start small or scale fast, depending on your needs. Check out the video to hear from our VP of Software Solutions, Ron Perkins. We’d love to build something for you!


If there’s one thing this past year brought upon all of us, it’s stress. Today’s professionals are coping with a lot of pressure, and too much of it can lead to burnout. According to a recent study by Deloitte, 77% of people are experiencing employee burnout at their current job. Today, we’ll explore the signs of burnout and how to prevent it within your company.

What is Burnout?
According to The Maslach Burnout Inventory, burnout is “characterized by emotional exhaustion, cynicism, and ineffectiveness in the workplace, and by chronic negative responses to stressful workplace conditions.” There are multiple signs that could indicate you are suffering from burnout, including emotional, cognitive, and non-specific physical manifestations.

Emotional Manifestations
“I feel tired, and I don’t know how I will make it to Friday.” As dramatic as this sounds, there is a real fear behind that sentence. Emotional and psychological fatigue are very common symptoms of burnout. Mood swings and anxiety are often associated with it. Some tasks that you used to tackle easily now seem impossible. Deedee Cummings, a therapist and author, said “Emotional burnout happens when you have faced such a high level of stress that your body literally shuts down and just cannot accommodate any more challenges.” Look out for those signs in order to identify what could possibly be emotional burnout early on.

Non-specific Physical Manifestations
Headaches, general ache, digestive issues, changes in your eating habits—all of these are indications that work has taken a physical toll on you. Physical manifestations are even harder to diagnose than other types since these symptoms are pretty mundane, however serious. The simple fact that they can be associated with many health issues or as isolated occurrences makes it even harder to identify that you are suffering from burnout. Often burnout is recognized when physical manifestations are coupled with other signs of burnout.

Cognitive Manifestations
If the non-specific physical manifestation is hard to spot, this one is even harder. Signs of cognitive manifestation include difficulty concentrating, memory issues, and difficulty envisioning a process or mapping out a project. All of these touch your ability to perceive, to remember, or even to reason. Burnout alters your judgment when it comes to making decisions, and planning becomes more and more difficult. Often misinterpreted as simple fatigue, the long-term effects can be devastating as the effects on a career can be troublesome.

How to Deal with Burnout
The first step in dealing with a problem is to realize that there is a problem. Because of its nature, burnout can be difficult to identify. The fact that we are living in a culture where we deny ourselves the care we need by telling ourselves that we are doing fine or that we will push through it does not help. Often confused with stress, it is radically different. If stress creates a loss of energy, burnout will be the source of loss of motivation. Stress will be characterized by over-engagement, while burnout will cause you to disengage.

Be Kind to Yourself
Kristin Neff, an associate professor in the department of educational psychology at the University of Texas at Austin, defined self-compassion as being aware of one’s own suffering without avoiding or disconnecting from it, generating the desire to relieve the suffering and heal itself in a friendly way. In other words, don’t judge yourself too harshly. According to the Holistic Nursing Practice review of July/August 2017, “there is scientific evidence that self-compassion is associated with well-being, emotional intelligence, social attachment, life satisfaction, feelings of competence, happiness, optimism, and wisdom. The increase in self-compassion is associated with a significant decrease in levels of anxiety, depression, and stress.” Reducing these has a direct impact on your likelihood of burnout.

Keep Work at Work
Work-life balance is key to preventing and recovering from burnout. We tend to let work take over our personal lives. Set up boundaries like a scheduled lunch or regular breaks. You are entitled to at least 10 minutes of a break every 4 hour worked in a day. If your commute from work to home is long enough you may be tempted to make a few phone calls or to have a meeting while driving. Don’t. Use this time for yourself. Your commute should be taken as an airlock, allowing you to decompress and move on to the rest of your day. 

Take Time Away
Often criticized, and sometimes even the subject of certain abuses, a break from work is nevertheless essential and justified for people with burnout. It is an important step in recovering. You need, above all, rest, but also to regain self-confidence and to rebuild your identity. This is impossible if you remain in the environment at the origin of your exhaustion, devaluation, and demotivation.

Burnout has always existed, but for the first time in history, we are living ironically in a culture that encourages both pushing boundaries and self-awareness. Remember stepping away from work, whether it’s for a short break or a vacation, and taking better care of yourself are vital in preventing burnout. You can enjoy both work and life; they do not have to be binary but can be complementary.

Looking for a new opportunity in tech, digital, or creative? Explore the 3Ci job board and apply today.

This blog post originally appeared on MAU’s website right here.

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]”

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.


  • 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.


  • 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.


  • 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


  • 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.


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

The coronavirus has shaken the foundation of business to its core. While many business leaders are still reacting to the immediate impacts of the virus, others are looking into the future and asking themselves: What’s next? The answer, especially for those in the manufacturing industry, is transformation. 

If you think it might be time to revolutionize your business by transforming your workforce, you’re in the right place. In this 10-part master class series, MAU president Randy Hatcher is sharing how to manage, analyze, and utilize your workforce in this new normal. In this post, we’ll explore the good and the bad of the Patriarchal Workforce Model.

If you missed them, be sure to check out part one (“Workforce Transformation is the Key to Future-Proofing Your Business”) and part two (“3 Signs It’s Time to Rethink Your Business Model”) of this series.

The Dangers of an Outdated Labor Blueprint
What a great country the United States is. Early business pioneers perhaps understood this best—the Rockefellers, Carnegies, and Fords. They participated in the U.S. manufacturing transformation that would ultimately produce more than one-third of all global industrial output.

Between the late-eighteenth and early-twentieth centuries, America gave birth to many of the world’s most successful companies. From these came second-, third-, and fourth-generation international entities and spin-offs. In most of these organizations, everyone worked for the “Company”: one big, happy “Family” of full-time regular employees—the janitors, cafeteria workers, security guards, groundskeepers, drivers, managers, and CEO. They all belonged to the Family and they all received a paycheck from the Company. According to this Patriarchal Workforce Model, people expected to stay with one organization until they retired—or died.

According to the first labor blueprint, the Patriarchal Workforce Model, people assumed that they would be working for one company their entire lives.

Over time, many of the Family members grew dissatisfied, maybe because of too much perceived or actual corporate greed, too much concentration of power and money, or too much employee abuse. Eager to improve their situation, some of these disenfranchised workers sought the help of an outside partner: the union.

Unionized companies provided higher pay scales and rich benefits, including health care and generous retirement programs (which eventually became too generous). Whether or not you support unions, you can’t question their significant influence on wages and benefits throughout the marketplace, since even the nonunion companies copied from union playbooks. In many cases, they did so just to make sure they kept the unions out. Although businesses didn’t particularly like the situation, corporate profits were soaring, and there seemed to be enough money to go around for everyone.

Huge corporate profits masked the escalating compensation and benefit costs that were generating a long-term employee legacy debt.

The Dark Side of the Patriarchal Model
With its static full-time workforce, the Patriarchal Model offered no buffer against changing business conditions, seasonality, or market fluctuations. Companies found themselves overstaffed when their production levels dropped and understaffed when they rose, but never perfectly balanced with the right number of employees. Employers had no effective staffing solutions for marketplace expansions and contractions.

When production decreased, management had to decide whether to let go of employees or carry the fixed cost. A few industries could afford to keep workers when business conditions did not justify doing so, but most companies had to let them go, a step they were very reluctant to take. Not only did layoffs increase their unemployment insurance taxes, but they also tarnished their reputation as an employer, consequently affecting their ability to recruit the best talent in the future. Furthermore, layoffs opened an employee wound for which unions provided emotional salve.

Having only a static labor force at their disposal, employers had no effective staffing solutions for marketplace expansions and contractions.

On the other hand, when production ramped up faster than expected, organizations had to hire new personnel or work overtime. But hiring put pressure on the company to recruit, interview, select, and train totally new people—a long, expensive process to undertake to meet an immediate, unpredictable need. And working overtime not only increased the cost of the product but also led to decreased efficiency as employees put in longer hours.

The Patriarchal Workforce Model saddled employers with having to make ongoing difficult decisions on over- and understaffing. In hindsight, we can see that this premium-priced family workforce offered very limited business flexibility and led to an ever-growing debt that was too far off to see but was real nonetheless. 

Curious to learn more? In part four of this series, we’ll introduce you to two more workforce models and explore the pros and cons of each. You can subscribe right here to follow along with the whole series.


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 tech consultants and staffing experts, we are no strangers to business transformation. In order to stay competitive, businesses must constantly look for opportunities to adapt and evolve. Since the coronavirus hit earlier this year, the need to innovate has become even more critical.

We know change isn’t easy, especially in the midst of a global pandemic. But here’s the silver lining— this could be an opportunity to rethink multiple aspects of your business to make it stronger and more sustainable long-term…like the way you approach your workforce. 

In this ten-part series, MAU’s president Randy Hatcher is sharing how to make the most of this time by exploring the “what ifs” of your company and unlocking new ways of thinking to better focus on the parts of your business that truly matter. 

If you missed it, be sure to check out part one of this series: Workforce Transformation is the Key to Future-Proofing Your Business.

Transformation is Necessary to Your Business
Ray Meads was the VP of Butler Manufacturing, a division of the Pisces Group. He had risen swiftly through the ranks of this international giant by taking advantage of the parent company’s financial strength as it acquired competitors, which in turn provided him greater opportunities.

This climb had continued for two decades, and now at the age of forty-five, Ray was beginning to realize that he had been blinded by the intoxicating pace and rewards of his corporate ascension. Although what he had been doing for years in building new plants and rolling up competitors had undoubtedly proved successful, something had changed along the way.

In the current marketplace, he needed to evaluate how his business model had eroded. You see, Ray had been reading from the old labor blueprint from which many other executives are still reading today. They keep doing things the same way, sticking to their knitting. After all, it’s always worked in the past.

Yes, Ray had contracted out the low-hanging fruit of standard corporate functions—security, janitorial, trucking, food service, and landscaping. But inside the plant, where his products were made, lived the sacred cows: the full-time employees who managed the manufacturing and support processes. Occasionally, Ray called in a small percentage of temporary help for peaks and special projects. However, in the end, he was absorbing the impact of the long-term, fixed labor costs of his plants. Even after driving down his inventory and raw material costs as far as he could, he was becoming less competitive not only with his rivals but also with his own company’s sister plants.

Does this story sound far-too-familiar? If so, it might be time to evolve the way you approach your workforce.

Even if you’re in the midst of fantastic growth, a transformation may be necessary to sustain your business success.

Here are some telltale signs to look out for:

  • Have you made many business changes over the years but found your market share still slipping?
  • Are you constantly making excuses to avoid addressing the high price tag and inefficiencies of your full-time regular workforce?
  • Are you afraid to eliminate any of your sacred cows?

If you answered yes to any of these questions, be sure to follow along with the entire 10-part series. Next time, we’ll break down the old labor blueprint and explore how it is creating dangerous, ever-growing debt for business owners to this day. 

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


During this time of major transformation, many of us are looking into the future wondering whether or not our businesses are ready for what’s to come: How can we gain a competitive advantage? Is there a way to escape ever-growing debt? How do we sustain long-term business success? These are questions today’s business owners grapple with every day. 

Our parent company, MAU, has been helping businesses better manage, analyze, and utilize their workforce for over forty years. According to president Randy Hatcher, future-proofing your business starts with your workforce

In this 10-part master class series, Randy shares his expert insights on how to keep your business growing and prospering despite all of the unknowns.

Are You Ready for the Future of Business?
Golf professional Kenny Perry was leading the 2009 Masters Golf Tournament in Augusta, Georgia, on the final day with two holes to go. At age forty-eight, he had worked all his golfing life for this moment: a chance to win a major tournament.

His second shot on the seventeenth hole ended up on the back fringe of the green, leaving him a difficult but very playable chip shot. Unfortunately, though, his next shot landed too far from the hole for him to make par. He bogeyed instead, a one-stroke mistake that ultimately cost him the championship.

During an interview later, a reporter asked Kenny what happened on hole seventeen. He said something to the effect that really great players would have made the shot, so maybe he wasn’t that great a player.

I have to admit that his words saddened me. 

Here was a dedicated, longtime professional questioning his abilities. He had made it to the big dance, to the pinnacle of his career, and yet he’d failed.

Isn’t this every business leader’s greatest fear? To fail, even when you’re expecting success? No matter your company size, number of years in business, or current wins in the market, failure is an ever-present possibility.

Just like great people, great companies can fail – even at the height of their success. Social Media Icons - Twitter

Businesses can go under for a variety of reasons, but I predict that in the future, those achieving longevity will be run by leaders who understand they cannot be great unless every position in the company is being managed with excellence, from the janitor all the way up to the CEO.

Never in any of our careers has there been a better time to consider new ways to operate our businesses. In the years to come, thriving businesses will know how to manage every part of their organization with excellence, and the most successful executives will concentrate a majority of their time and resources on what will keep their companies growing and prospering.

If you’re a business leader looking to transform your company and workforce, you’re in the right place. This 10-part master class series is designed to help you explore the “what ifs” of your company and unlock new ways of thinking to better focus on the parts of your business that truly matter. By the end, you’ll be confident in your ability to transform your company, gain a competitive advantage, and sustain long-term business success.

This series was adapted and inspired by “The Birth of a New Workforce” by Randy Hatcher. You can read part two here: The Deadly Business Mistake You’re Probably Blind To.


Whether you’re new to managing remote tech teams or a telecommuting vet, there’s never been a better time to brush up on your remote management skills. Leading a remote team can be a challenge, but with the number of professionals working from home rising, it’s a challenge you’ll likely need to overcome. 

Here is a roundup of the best way to manage a remote tech team that thrives and produces greatness. 

Set Clear Expectations
When you’re not physically connected with your team, clear communication becomes even more critical. Your expectations around project goals, time tracking, processes to follow, etc. should all be communicated and reinforced often. Most importantly, help your team members understand why their contributions matter.

Be Social
For many of your employees, work is an outlet that they use to connect with others. Working from home can be liberating—it can also be lonely. Give your remote team opportunities to gather (virtually) and connect on things outside of work. A real-time communication tool (like Slack) can help with this. Schedule virtual team happy hours, coffee breaks, or even a pizza party on the company dime. Remember that remote workers are humans who crave connection.

Check In Often
In an office environment, checking in on your team is straightforward. When you’re managing a team remotely, you need to make your communication a bit more strategic. Without consistent communication, you may lose engagement and productivity. So much of communication is non-verbal, so be sure to schedule regular facetime with your remote team members.

Invest in Solid Tools
We all know what it feels like to be drowning in emails. Relying on email alone to communicate important project details is not sustainable for remote teams. Spend some time considering the tools your team will need to stay productive in a remote work environment—like a real-time communication tool, video conferencing tool, cloud-based document sharing tool, and more.

Trust Your Team
Trust is the foundation of every successful remote team. The good news is that statistically speaking, you have every reason to trust your remote workers. A recent poll of more than 1,000 US workers found that not only did working from home eliminate commute time; it also increased productivity. Tech talent is particularly well-suited to work independently and thrive in a remote work environment. 

Encourage Well-Being
Especially in times of uncertainty, it is your responsibility as a manager to consider the emotional well-being of your employees. Remember to be a human—ask them what their biggest challenges are and how you can help. Keep an open dialogue surrounding mental health and how to practice self-care during this time.  

We hope these remote team management tips help you. For more, check out our full roundup of remote work resources


Seemingly overnight, the world has fundamentally changed. So has the labor market for tech professionals, which has experienced a drastic shift these last few months. As many employees face the painful reality of layoffs and furloughs, the most forward-thinking companies are seizing the opportunity to hire this rarely available tech talent. 

Tech giants like Apple, Amazon, and Google are hiring software engineers, data scientists, product designers, and more in the midst of the coronavirus pandemic. Why? Because they are aware of the hiring opportunity in front of them and are willing to look beyond the short-term of this crisis to capitalize on it. 

Other businesses are hiring tech talent right now out of sheer necessity. Many are relying heavily on their technology function to quickly adapt and meet demand during the outbreak. As a result, talent acquisition teams are scrambling to process an influx of applications and screen tech talent at high speed. “This is the first time we have engineers looking for jobs and reaching out versus the other way around,” one talent manager in this Wall Street Journal article so aptly sums up.

The Rise of the Virtual Hiring Process

As remote work becomes the new norm for businesses with the good fortune of having work-from-home as an option, many are shifting to 100% virtual recruiting, hiring, and onboarding processes. This is a new challenge and uncharted territory for most companies. Luckily, tech employees are well-versed in the virtual world and are highly capable of performing remotely.

3Ci has been helping our clients find and hire the best tech talent virtually since the beginning. Using a combination of video interviews, technical evaluations, and behavioral assessments, we are helping companies screen potential candidates and implement virtual interviewing processes so they can build successful teams faster.


Prior to this pandemic, onboarding a new hire virtually was not a common practice for most companies. We’ve helped companies adapt by shipping computers, monitors, and other necessary equipment to new hire locations. To help workers hit the ground running, we also enable VPN technology.

The influx of available tech talent on the market right now is unprecedented. For those looking to move projects along faster, innovate quickly, and get ahead of competition, now is the time to redirect some of that talent toward your company or project. 

If you’re looking for a partner who can help you successfully implement a virtual hiring process to capitalize on this opportunity, get in touch with the team at 3Ci.

Continue reading “Hiring Tech Talent During the Coronavirus Pandemic”

With so much uncertainty spreading through every family, business, and neighborhood in the country, I wanted to take a moment to offer words of encouragement for anyone leading a team during this time. 

Right now, your employees are worried about their jobs and keeping food on their plates. They’re scared for their lives and the lives of those they love. Every day, they are facing this disheartening spread of COVID-19 and doing their best to adjust to a new reality. 

These unprecedented times call for unprecedented actions from leadership. Here are five ways to ease the panic and keep team morale as high as possible during the coronavirus outbreak.

Turn on Your Camera for Video Conferencing
Video conferencing technology is a no brainer right now, right? It seems like everyone is using Zoom, Skype, Google Hangouts, or Microsoft Teams to stay connected. 

The key is to ask everyone to turn on their cameras for remote meetings. Nonverbal communication is crucial for building and maintaining relationships from afar. It’s one thing to hear a person’s voice—it’s another thing to watch them smile, laugh, and engage. 

At 3Ci, we have a quick 20-minute virtual meeting every day to help us stay connected and see and hear from everyone.

Stay Focused on the Positive
Fear is a natural response to this situation. Keeping a positive mindset can go a long way in managing this crisis. That’s why we start every meeting with a “Positive Focus.” Each member of our team shares a “win” or achievement since the last meeting. It doesn’t need to be work-related. Some share “wins” from work, and others share “wins” from their personal lives:

“We closed the deal with that company.”
“My daughter took her first steps today.” 
“I’ve run three miles every day since our last meeting.”

Starting with a positive focus gets everyone in the right mindset for a productive meeting.

Continue to Celebrate Your People
Most people are more motivated by positive recognition than compensation or incentives. We give out a “Hard Hat Award” twice a week to a team member who has gone above and beyond. 

We’ve also implemented weekly contests for our teams. It’s been great to see them pushing and encouraging each other to hit their goals.  It’s helped the team stay positive and self-manage.

A lot of contests don’t work if the contest is top-down from the boss. Let your teams set their own contest goals and watch as they support each other every day to meet them.

Make Communication a Priority
As the president of 3Ci, It is my responsibility to drive the company’s mission and lead its team through a time of crisis. That means keeping our employees and contractors informed through regular communication. Whether that means sharing tips on how to stay safe or giving our team access to remote work resources, every communication is intentional.

Start a Prayer Group
It’s not for everyone, and that’s fine! It’s optional. At 3Ci, anyone who wants to participate meets once a week to share prayer “concerns” and “praises.” I find that praying together as a team can be pretty powerful.  

Here’s the good news—we’ve been through hard times before. If your business was around in 2001 or 2008, you know what is required right now. It’s time to come together (from a distance, of course), get creative, and adapt quickly. 

3Ci is a technology staffing and consulting company that’s been around for more than 42 years. If you’re looking for a partner that can weather this storm with you, reach out. I’d love to hear about the unique challenges your company is facing during this time and start a conversation.

Keep putting people first. Stay safe.

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
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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”