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,...

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...

Mac Consulting
People Services | Mac Consulting


As organisations are constantly changing shape to meet the demands of their customers and markets, small tweaks are made during the course of day-to-day business. Every small change to the structure slowly adds up, resulting in an inefficient environment which is often misaligned to strategy.

Our pragmatic and methodical approach to organisational design ensures that an organisation’s operating model is translated into an aligned set of processes and structures, supported by appropriate performance metrics, competent people, and rewards to deliver on its objectives to best effect.



Organisations are faced with more uncertainty than ever before. The ability to remain stable during these changing times has now become the make or break factor. Organisations that continuously expect  and adapt to change effectively will  maintain stability.

Changing the equation from change = uncertainty to change = stability.

MAC supports organisations to navigate through these turbulent times. Our approach consists of three dimensions, creating the best way for you to ensure optimal business continuity through flux

  • Re-orientation
  • Building Resilience
  • Stabilisation



Culture transformation is a shift that can take place throughout an entire organisation, or in individual departments and teams. It requires changing the hearts, minds and skills of the workforce to support the desired culture. We help you define, design and nurture culture transformation so that it supports your strategy and sets you up to get ahead by:

  • Assessing the gap between the culture you have and the culture you want.
  • Aligning leadership and set up structures to manage your culture.
  • Develop a blueprint for the culture that gets results from your strategy sooner.
  • Drive mindset and behaviour change with the right communications, training and talent processes.



Organisational agility is critical to respond sufficiently to challenges. The organisational structures, processes, and cultures of most businesses were developed for control and stability, not for innovation, speed, and agility. Small, incremental changes to how businesses manage, strategise, and execute are insufficient to remain competitive. This requires a leaner and more agile approach which, in turn, requires sweeping changes that have a positive, long-lasting impact on the entire enterprise. Once the business understands this new way of working, it begins to recognise that the same benefits apply and typically starts creating cross-functional agile business teams. These teams may be involved in any of the functions necessary to support developing and delivering business solutions.