Human Capital |
MAC has more than 20 years’ experience in working with organisational transformations and supporting leaders at all levels to lead transitions and navigate change. MAC’s key ability is to integrate appropriate change initiatives and architecture into the fabric of their project design and beyond. Building change leadership capability to better navigate change in a shifting environment is an essential factor in the success and sustainability of projects.
Influenced by some of the great thinkers in the change arena and incorporating exciting advances made in neuroscience, MAC’s systemic approach offers a practical and measurable approach to navigating change during organisational transitions. Our work in this space has enabled us to develop many tried-and-tested tools and methodologies, and an appreciation that there is no ‘one size fits all’ for successful organisational change.C = V + D + P + CNS (CHANGE , in any situation, will happen only when you have a compelling VISION of the future, DISSATISFACTION with the present, a PROCESS to get to the vision and CLEAR NEXT STEPS).
MAC’s philosophy is that navigating change is not the role of a select group of specialists, but a core skill that can be developed and nurtured in leaders at all levels in the organisation.Our change principles
- Change involves both organisational and personal
- Change is led rather than managed.
- Resistance is the predictable reaction to an emotional process and depends on a person’s perception of a change situation.
- Transitional strategies are
- Leaders must lead from the front – the largest contributor to successful change is active and visible executive leadership.
- It is important to involve front-line people in developing the solution, communicate constantly, and apply persuasion and pressure to adopt the new way of work.
Our practitioners are deeply experienced in leading organisational and individual change, and our strength lies in our ability to co-create an integrated solution tailored to the unique circumstances of the job at hand. We believe we are successful if we leave behind competencies and tools that enable organisations and their leaders to successfully navigate the transitions that result in sustainable change again and again.
Change is situational, the move to a new site, the change in roles on the team. Transition on the other hand is psychological, it is a three-phase process that people go through as they internalise and come to terms with the details of the new situation that the change brings about. (William Bridges)Change involves both organisational and individual transitions