How to make change management happen in the most effective way

Many things can put your business at risk, including changes to your organisation, people or technology. The current pandemic has put many businesses under unprecedented pressure, and some even teetering on the brink of survival. Crises like this quickly turn change...

Future-ready part 2: Diversity – an essential ingredient for a future-ready organisation

In his seminal 1937 essay, “The nature of the firm,” the economist and eventual Nobel laureate Ronald Coase argued that corporations exist to avoid the transaction costs of the free market. Yet with transaction costs plummeting (spurred by rising connectivity)...

Future-ready part 1: What does a future-ready business look like in the new normal?

The pressure to change had been building for years. Well before the COVID-19 pandemic, senior executives routinely worried that their organisations were too slow, too siloed, too bogged down in complicated matrix structures, too bureaucratic. What many leaders feared,...

Organisation Design: Restructuring or Reshuffling to enable Strategy

Customer expectations are not just changing; they are exceeding the ability of a business to deliver on time. They are looking for alternatives, with more emphasis on experience and convenience. To keep up, companies are evolving their offering to meet the...

How to fill the gap between Strategy and Execution

Organisations are great at setting their strategy and identifying their goals, but they fall short when it comes to their operating model review and redesign, the key component that enables the strategy and drives the achievement of goals. Operating models consist of...

Culture PART 2: The role of leaders in a culture shift

In the previous article in this series we examined the effect of COVID-19 on an organisation’s culture. Now, we turn the focus onto the role of leadership and technology in leveraging culture. When an organisation decides to change its culture – be it planned or...

Culture PART 1: Did COVID-19 signal the end for hierarchical organisations?

According to the Organisation for Economic Co-operation and Development, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods,...

Meet MAC’s Executives: Karina Jardim, Senior Executive

“Exceptionally talented consultant” “An absolute pleasure to work with” “Driven by a desire to see people grow” If you know Karina Jardim, you know that these phrases used to describe Karina ring undoubtedly true. She is a name that is valued to every MACer, whether...

Thriving in the Age of Digital Adoption: Embracing the Workforce Ecosystem (part 2)

In the first part of this series, we looked at how the fears of technological innovation are resulting in an unproductive resistance toward modernisation, even as it gains extraordinary pace in 2021. We also delved into the importance of a growth mindset in allowing...

Thriving in the Age of Digital Adoption: Overcoming the Fear of AI (part 1)

“What if artificial intelligence takes over my job? What if I become redundant?” Every one of us has experienced technology encroaching on our lives, more and more so with each year that passes. It appears that technological innovation is a certainty that is only...

Mac Consulting

Behavioural transformation: Moving from order taker to strategic thinker


MAC Consulting partnered with a large financial institution to lead them on a behavioural transformation journey. This was focused, not on technical knowledge (what individuals do), but rather on behavioural competence (how individuals do it). Behaviour is a driving force for an organisation, their culture and ways of working – the way individuals and leaders behave as well as the impact and influence they have on each other and their customers.


The journey was designed for three levels of cohorts: front-line employees, future leaders, and current leaders in the organisation.

It focused on five dimensions key to driving change and transformation:

  • Self-awareness
  • Team awareness
  • Organisational awareness
  • Contextual awareness
  • Future awareness

The key enablers to drive this transformation were: alignment, shared purpose, quality decisions, functional relationships, the right actions and continuous practice.

As depicted in the model above, the aim of this journey was to transform behaviour through building new capabilities within each dimension and to execute these capabilities, through practice and mastery, embedding a culture aligned to the organisation’s aspiration.


To identify the key behaviours that the organisation wanted to shift and embed, an organisational analysis was done through face-to-face interviews to gather information and insights and to create a bespoke programme. Based on the data analysis, five key behaviours were developed for each of the five dimensions, which would be the foundation of the programme.

Delegates took part in master class sessions to deep dive into the behaviour and create mastery in each session, which was further enhanced with one-on-one coaching. The coaching sessions were important to unpack and understand oneself, to determine what the underlying causes of the current behaviour were and to put actions in place to assist with shifting to new behaviour.

Each cohort was taken through the programme framework. The future leaders additionally formed smaller groups to find and understand a core business problem or need and, through running sprints, solved the problem and presented to an exclusive panel. These groups had the additional mandate to execute and implement after the programme to shift themselves to the next level as the future leaders and strategic solutioning partners of the business.

A Behavioural App tool supported this programme by monitoring the shift in delegate behaviour. Delegates received real time feedback from key stakeholders, their teams and colleagues on behaviours they were focusing on in a meeting or interaction. This allowed delegates to start eliciting feedback and embedding an additional element to the organisational culture – asking for and receiving feedback. This never existed in the culture before.


The programme was a success from the point of view of delegates, other stakeholders and colleagues that could see the difference and shift every individual made on their transformation journey.

The programme did not stop there, however. In order to continue the transformation and create sustainability within the organisation, further mentor groups, coaching groups and discussions took place after the programme. Delegates were continuing their journey together, taking along other individuals that could not be part of the programme.

If you are ready to take your employees and organisation to the next level, to harness and build new capabilities and to move your people from order takers to strategic solutioning partners, it is time to start transforming behaviour today.

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