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Leveraging the sweet spot between Agility and Data

In our previous article Leveraging Data-driven Agility in an Agile World, we explored the notion of data-driven decision making in agile delivery environments, which is vitally important in delivering incremental value. The Oxford Dictionary defines symbiosis as “a...

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,...

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: Karina Jardim, Senior Executive

MAC Minds - Insights for the future world of work

“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 they have been at MAC for 1 year, 2, 10 or even 15.

Karina joined MAC in 2005 as a recruiting specialist after gaining HR Generalist experience with Unique Consulting and Imetch during her first year of work. After completing her Master’s Degree in Industrial Psychology from the University of the North West (Potchefstroom campus) she was offered the opportunity to join MAC’s Leadership Development Team.

Karina is responsible for workforce planning, performance management, talent acquisition, training and development and leaderships development. Karina’s management consulting and project management experience spans numerous industries and organisations including financial services, mining, telecommunications and parastatals.

Karina’s particular expertise lies in the areas of General HR, Recruitment and Selection all gained while employed as a recruitment consultant with MAC. She assisted on the Succession Planning and Career Development process for Sasol, Leadership Development approach for the Exxaro Medupi project and managed the Leadership Development Project at Denel. She gained additional experience in business process reengineering, organizational design and process mapping while working on a Shared Services project at Sasol and the Marketing and Logistic project at Exxaro.

Karina was promoted to Principal consultant in 2011 and in 2013 Karina was ready for a whole new challenge and took on the HR Manager position at MAC where she managed the recruitment of over 50 employees, implemented an HR System and drove the development of an HRD Learning Management System for the organisation.

Karina still manages small Leadership Development projects for clients while fulfilling a full-time HR Manager role.

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