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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...



Mac Consulting

Meet MAC’s Executives: Shaun Schmidt, Senior Executive

Mac Minds Insights | Mac Consulting
Shaun Schmidt, Senior Executive

At MAC Consulting we help our clients equip their organisation for the future. This includes people and process excellence as well as how our clients make changes to their businesses with project disciplines, incorporating focus on value, agile methodology and change management.

I consider myself a Business Transformation specialist. My skills are at the intersection of people, business and technology. I started developing these skills while completing my BSc in Computer Science, but that was so long ago, computers were mainly mainframes then! But, my additional undergraduate majors in Psychology and English, representing my broad interest in many subjects has led me to where I am today.

I have been with MAC for 12 years where I fulfil the role of a Senior Client Executive. I look after client portfolios, develop relationships with executives and help solve their important business issues. I also recently took up two major new tasks: heading up our Business Development function and the other, building MAC’s Digital Business.

Career achievements include leading the relaunch of BP.com when I worked in the UK, a massive global project; and building an e-commerce platform for the paper industry in Europe. At MAC I have helped one of South Africa’s largest international companies through a major operating model change. I worked on their long-range strategy and helped design and implement their culture change programme. The body of work I have done with them is probably my biggest legacy at MAC.

Currently at MAC I lead my Client Account Team and the Business Development Team, and I am helping establish a MAC Digital Team. I make sure that I do this with talented and energetic individuals.

What I enjoy most about my position is the variety of challenges. I have the freedom to decide my own priorities. I lead groups of talented people. I have the constant challenge of solving new problems, and having to stay at the cutting edge of developments. This allows me to always keep learning.

In summary I enjoy working with interesting, smart, good people. I find fulfilment in solving problems and making a better world one person and one business at a time!

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