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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...



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It’s a Black Mark Against Carbon

With an increase in greenhouse emissions and a growing socio-political and environmental consciousness, there is a global move to decarbonisation of both power and mobility. There is a significant move to more sustainable and renewable sources of energy production.

There are many industries that can and will be disrupted by this trend and the source of the disruption will come from several angles such as social pressure (consumers, partners, investors etc.) or regulatory changes.

The first and most obvious impact will be on the owners, producers, miners and refiners of carbon-based assets as well as oil companies. As technology innovations such as wind and water turbines, solar and battery improve, and the cost and globalisation of such technologies improve, there will be a significant reduction in the demand for carbon-based energy or mobility solutions.

We have already seen trends in this direction and both winners and losers emerge. The Tesla Model 3, for example, was the leading mid-to-small luxury vehicle sold in the US in 2018, outselling traditional competitors such as Mercedes, Lexus, BMW and Audi.

A second industry that will feel the pressure as there is a global move away from carbon, are financial and investment organisations. Pressure due to regulatory changes, such as the introduction of TCFD (Task Force on Climate-related Financial Disclosure), which in 2020 will make it mandatory for all members of the Principles of Responsible Investment (PRI) Signatories to disclose all investments in carbon assets or exposure to carbon investments. The levels of exposure could have an impact on investors, the share price or the reputation of an organisation. This kind of regulatory disruption will provide the opportunity for organisations to win or lose in the mind of governments, investors, partners and customers based on how responsible the organisation is perceived to be.

We have begun to see shifts in the South African banking sector, where some institutions are being pressured by NGOs to disclose carbon exposure, some banks are actively positioning themselves competitively to be seen as a greener and more responsible corporate citizens and almost none are prepared to invest in carbon exploration, thereby having a knock-on effect into the mining and motor manufacturing industries.

Written by Trevor Jamieson

Contact MAC Consulting to assist you in ensuring you remain relevant in this era of disruption.

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