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

Thinking holistically to solve complex problems and drive execution effectiveness

Strategy and Transformation Execution 

What we do

Our strategy and transformation execution offering focuses on leading the organisation through business, operational or functional transformation. Our execution offering supports strategy interpretation and translation, journey management and road mapping.


How we do it

We are experienced, pragmatic, and easy to work with. While we have generic solutions, we will co-create customised execution solutions that make sense to you, working with you and not on behalf of you. Our years of experience in diverse sectors enable us to recognise and clarify challenges, and will guide you to the solutions that work for you.


Portfolio, Capital, and Programme Optimisation 

What we do

Our portfolio, capital and programme optimisation offering focuses on maximising the risk–return trade-off for our clients. We construct an optimal portfolio aligned with the overall business strategy, bearing in mind current realities and constraints. Doing the best we can with what we’ve got, we help you to achieve your defined business goals and objectives.

Project demand management is a key idea here. This is the practice of aligning resources with project demand – no more, no less – to optimise project delivery and drive business success. It is based on academic principles and industry best practices in project management.

Capital allocation and optimisation is also key. This is the practice of managing the project portfolio funnel through the various stage gates to implementation, ensuring that all design, feasibility and financial requirements are met.


How we do it

We use extensive portfolio and programme management experience to simplify the process and focus on the activities that will ultimately bring about transformation and delivery of your business goals. We bring strong business acumen and strategic leadership to this offering, as well as a clear understanding of the importance of stakeholder engagement and change management in the creation of a winning portfolio.


Programme Management Strategy 

What we do

Our programme management office (PMO) offering provides general support or a dedicated team to establish a new PMO or to optimise an existing PMO, depending on needs. Together, we create a tailored PMO solution that is responsive to our client’s unique programme or project requirements. We help clients to achieve PMO success by assisting them to develop the right approach and capabilities for an enhanced PMO contribution – whether at the project, programme, portfolio, cross-portfolio or strategic level.

Our capabilities contribute to our clients’ oversight and control over their portfolio of programmes and projects, assisting projects to deliver the desired strategic goals, impact and outcomes.


How we do it

We bring our extensive programme management experience to evaluate and determine the PMO that will best suit our clients’ unique requirements and goals. We use PMO frameworks and maturity assessment tools to establish your exact needs and the capabilities required at various stages of programme or project delivery.

Depending on needs, we will enhance the maturity of existing PMOs and course correct where necessary, providing a roadmap to progress PMOs into corporate transformation and strategy offices. We believe that real transformation is leader-led and therefore we integrate this offering with our people and leadership offering, focusing on existing and future leaders.


Programme and Results Management 

What we do

Our programme management approach is based on proven PMO models that cover the full range of PMO functionality. Based on requirements and/or analysis, we bring a full suite of PMO services to this function. Where extreme specialisation is required, we partner with bespoke solution partners from our network.

The success of our approach is anchored in our overall strategy focus and our ability to link programme deliverables with strategic direction. We emphasise the development of a shared transformative purpose, leadership development and alignment, effective stakeholder engagement, and ongoing change management throughout the programme lifecycle.


How we do it 

Our experience in this area gives us the flexibility to adapt programmes as required, course correcting where necessary and enhancing and maturing existing programmes according to known and tested best practices. We provide valuable reporting and insights from a consulting and advisory point of view, reduce waste, manage risks, and provide assurance through proactive mitigation. Our methodologies provide for agile, waterfall and hybrid ways of working.


Project Implementation and Support 

What we do

Project management (PM) is a key core competency for every member of our consultancy team, as contained in our capability framework. We have deep knowledge and understanding of project management, based on the theories of PRINCE, PMBOK and Agile, as well as from our own experience and the toolkits contained in our in-house project execution manuals.

We bring a holistic approach to PM, focusing not only on the classic ‘time, cost and quality’ aspects of PM, but on maximising value, reducing risk and aligning projects with overall leader-led change in the organisation.


How we do it  

We focus on project value drivers and the critical roles of leadership, change management, stakeholder engagement and implementation readiness, all of which contribute to the success of projects. Our project execution manuals are based on insights gained from previous project successes, lessons from global projects, vast combined project experience, and known best practice.


Benefits and Value Management/Tracking

What we do

Our benefits realisation management approach provides organisations with a way to measure true value-add to the business. We identify portfolio, programme and project benefits that produce the intended business results, minimise risk and create the platform on which to build additional benefits.


How we do it 

We have developed models that are extremely helpful for identifying and developing benefits drivers in planned programmes and projects. Our structured approach is one of co-creation with the client to customise the benefits framework, based on the nature of the project or portfolio. Our digital integration provides for the necessary applications, analysis and reporting, yielding insight into anticipated benefits and therefore enabling early decision making.