EVOLVING BOARDS: THRIVING IN THE MIDST OF DISRUPTION (2024-04-15)

By Jené Palmer CA(SA) GCB.D (CGF Research Institute: Director)

There is a Chinese proverb which states: “The wise adapt themselves to circumstances, as water moulds itself to a pitcher”. To ensure that organisations continue to thrive in an evolving business environment, boards and business leaders must embrace and adapt to the challenges being presented by shifting landscapes.

GOOD GOVERNANCE – IS IT RED TAPE OR A CRITICAL BOARD COMPETENCY? (2024-04-11)

By Jené Palmer CA(SA) GCB.D (CGF Research Institute: Director)

Let’s just focus on the business and less on governance! Governance stifles innovation and adds red tape! How often have you heard similar sentiments being expressed?

The reality is that the role of the board has evolved. Global issues and topics such as geopolitics, diversity and inclusivity, climate and nature, and artificial intelligence, have rendered the traditional approach to board oversight as far too narrow. Today, boards must adopt a more stakeholder-inclusive approach and embrace different perspectives when considering strategy development, risk management and operational and ethical oversight. However, good governance has always been a fundamental competency for board members rather than a set of bureaucratic skills which imposes an additional burden on decision-making within the organisation.

A DIGITISED GOVERNANCE FRAMEWORK SUPPORTS A DECENTRALISED AUTONOMOUS ORGANISATION (DAO) (2024-04-10)

By Terrance M. Booysen (CGF Research Institute: CEO)

Traditional governance reporting

With the age of digitalisation firmly entrenched -- and a global economy on the cusp of the Fifth Industrial Revolution -- forward-thinking organisations worldwide have embraced the notion of equipping their workforce for greater meaning and purpose.  Considering how organisations have the technological means to streamline their business processes, which often has negative implications upon mundane and/or highly repetitive job functions, these organisations understand the importance of a more ‘human-centered’ approach to conducting their business which is fundamental to their future and sustainability.  Given the focus on human empowerment -- being one of the 6-capitals cited by the King Report IV™ for Corporate Governance -- the importance of collective governance assessments made by a much broader stakeholder group of the organisation could not be more important.

HONESTY AND TRUTHFULNESS - CAN THE CORPORATE GOVERNANCE FRAMEWORK® HELP? (2023-08-07)

By Jené Palmer (CGF Research Institute: Director)

Authentic leaders embrace honesty and truthfulness as core principles of their leadership style.  They strive to build trust, inspire their teams and foster an environment of openness and integrity.  This approach appears to be cut-and-dried.  However, in reality, being honest and truthful can be rather tricky.

USING THE CORPORATE GOVERNANCE FRAMEWORK® IN TIMES OF GREAT UNCERTAINTY (2021-11-17)

By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)

Whilst most corporations across the world have had to make drastic changes to their business operations as a result of the Covid19 pandemic, many business leaders believe that the disruptions caused by the pandemic have inadvertently introduced more advantages than disadvantages.  However, are the odds actually stacked against the organisation?

INTERNAL AUDIT REQUIRE GREATER REPRESENTATION ON THE BOARD (2019-08-05)

A plethora of corporate governance codes has been written across the world, and in spite of their recommendations which inter alia seek to protect stakeholder interests and shareholder value, many governance failures and organisational collapses continue seemingly unabated.

THE COMPANY SECRETARY: FROM COMPANY ADMINISTRATOR TO GOVERNANCE LEADER (2018-06-19)

By Terrance M. Booysen (Director: CGF) and peer reviewed by Lucien Caron (Lead Independent Consultant: CGF)

The role of a company secretary is broad and onerous to say the least and, if this post is not occupied by a competent person who has the appropriate knowledge and skills; the consequences can be the cause of significant organisational friction.  The requirements and reporting lines of the position -- by their very nature -- give rise to potential conflict situations, and it is for this reason in particular, that the person appointed to the position must have the necessary maturity, experience and independence to properly carry out their duties and responsibilities, while being objective, impartial and independent.