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

How Mac Consulting is leveraging data analysis


Data Analysis is currently one of the ‘buzz’ words in the business world. The problem, however, is because this is perceived to be a technical area of expertise, many companies choose not to pursue the subject matter further or to understand the underlying value. Data is, therefore, a major strategic asset that companies are still struggling to utilise to its full potential.

Entities end up sitting with huge data sets that they are unable to leverage because they either do not understand how to unlock value from the data or they do not have the necessary in-house skills.

Data regulation and the emergence of new technologies has forced companies to re-evaluate what data they have, where this data resides and to identify who the custodians and users of the data are. Companies are starting to realise that data (if trusted and aggregated correctly) can be used to create and add additional value to their current service offerings.


At MAC Consulting, we have the skills to help clients analyse, identify and refine their data needs and requirements through stakeholder engagements and facilitation of strategic workshops. There are two specific skillsets required in solutioning for such an environment:

  • Technical expertise – MAC has access to industry specialists to partner with the right people for the job. We are solution-agnostic and objectively focus on delivering the correct tailored solution to fit the client’s needs.
  • Non-technical/business expertise – MAC has highly experienced and skilled consultants who specialise in running and managing projects as well as data analysts who are skilled in the following areas:

Data governance and standards

  • Data discovery and identification: identifying what data the entity has and where it resides.
  • Data lineage: understanding the relationships between various data entities, attributes and metrics (understanding how data moves through the organisation, from source to report).
  • Data ownership: identifying accountable and responsible data owners and custodians through developing and implementing data ownership models aligned to the company’s operating model.
  • Data quality: trusting the accuracy, timeliness, completeness and uniqueness of the data through data validation, business process re-engineering and driving behavioural change.
  • Data classification: understanding what data is used for which business function and the related importance to the business.

Data compliance regulation

  • Data regulation and compliance: Protection of Personal Information regulation (POPI), General Data Protection Regulation (GDPR), ISO standards and performing gap analysis.
  • Defining, scoping and resourcing projects

Extracting / unlocking value from the data

  • Commercialisation of data: defining strategic value drivers, as well as designing and implementing business models and operating models to support commercialising the data.

Aggregation and modelling of the data

Partnering with industry and subject matter experts.

  • Technical skills, technology gap analysis and analysing the current technology landscape (quantitatively analysing, aggregating and reporting on the data).

By leveraging data analysis, we assist our clients in improving their understanding of their data. Our clients can therefore use their data to gain competitive advantage by defining business cases to assist in cost reduction and revenue generation.

You May Also Like…