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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...
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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...
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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)...
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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,...
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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...
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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...
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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...
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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,...
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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...
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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...
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Mac Consulting

+27 (0) 11 537 1800    |    evolve@macgroup.co.za

Social Responsibility

Community Commitments

We focus on education

Corporate social responsibility is measured in terms of businesses improving conditions for their employees, shareholders, communities, and environment, says Klaus Schwab. But moral responsibility goes further, reflecting the need for corporations to address fundamental ethical issues such as inclusion, dignity, and equality.

At MAC Consulting, socio-economic contributions are made to both beneficiaries within our MAC community and externally. A focus for the company is to support education from junior school through to tertiary education, along with the teaching of key life skills. The goal of these contributions is to allow our beneficiaries to become part of the economy in the near future.

We focus on education | Mac Consulting
We build relationships | Mac Consulting
We build relationships | Mac Consulting

We build relationships

Furthermore, supplier and enterprise development contributions are made to a number of our key suppliers by way of interest-free unsecured loans, MAC’s professional staff supporting the supplier at no cost, and direct and overhead costs paid by MAC. Needs identified in the past have included short-term financing support to expand the capabilities of their operations in order to offer a wider range of skills and services, and to contribute towards the development, sustainability, financial and operational independence of these businesses.

For MAC, corporate social responsibility is our way of making a meaningful impact for those who work for, and with us.