TRUST IS TANKING (2025-02-10)

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

“Trust is like blood pressure.  It’s silent, vital to good health, and if abused it can be deadly.” - Frank Sonnenberg, author of Follow Your Consciences

DIGITISING GOVERNANCE: HOW PROFESSIONAL BODIES, TECHNOLOGY AND LEADERSHIP CAN DRIVE SOUTH AFRICA’S RECOVERY (2025-02-04)

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

In the face of escalating governance challenges in South Africa’s State-Owned Enterprises (SOEs) which include Eskom, Denel, Transnet, PRASA and SABC to mention a few, there has never been a greater need for urgent reform, and it’s critical that we begin to take appropriate action.  Time and again, we hear leaders admit, “We know we have a governance problem, but we do not know how to fix it, or where to start.”

THE LURE OF SHORT-TERMISM (2025-01-30)

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

In the face of mounting pressures -- whether economic, political, or social -- organisations often find themselves tempted by the allure of short-term gains.  These decisions may boost immediate profits, address fleeting crises, or satisfy vocal constituencies.  However, such thinking comes at a significant cost.

ACCOUNTABILITY IN GOVERNANCE: WHO IS RESPONSIBLE WHEN AN ORGANISATION FAILS TO COMPETE? (2025-01-21)

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

Good governance is critical for an organisation’s ability to thrive in a competitive environment. It ensures that the organisation operates with transparency, efficiency and ethical integrity, while also enabling the executive management to execute strategic decisions effectively.  However, when an organisation fails to adopt a robust digitised governance framework to bolster the board’s oversight capabilities, the consequences can be significant, especially if it cannot compete with its peers.

CALL TO ACTION: DIGITISE THE GOVERNANCE FRAMEWORK ACROSS ALL STATE ORGANISATIONS (2024-11-19)

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

Dear President Ramaphosa

South Africa’s state organisation’s require a modern overhaul that embraces digital solutions to enhance transparency, accountability and efficiency. Digitising the governance frameworks in each State-Owned Entity (SOE) and State Owned Company (SOC) can serve as a catalyst for change, enabling the government to tackle the myriad governance challenges facing these organisations and pave the way for a stronger, more resilient nation.

NO THANKS, NOT FOR US! (2024-10-29)

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

Despite the public outcries about corruption and the demand for increased accountability, in practice, the gravitas of good corporate governance continues to be trivialised. Corporate governance plays a crucial role in shaping the future strategic direction of organisations and guiding their operational conduct.  It is especially important for those holding fiduciary duties or providing advisory services related to corporate governance.

THE LINK BETWEEN YOUR GOVERNANCE FRAMEWORK AND STRATEGIC DEXTERITY (2024-05-07)

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

Too many board members only view their organisation’s governance framework as a means to assess compliance. The opportunity to leverage the outcomes of governance assessments to drive innovation and strategic change are often missed because organisational leaders do not measure the dexterity of their strategic processes.

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.

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.

THE CORPORATE GOVERNANCE FRAMEWORK® - AN ALTERNATIVE TO WHISTLEBLOWING (2023-07-21)

By Jené Palmer (CGF Research Institute: Director)

Whistleblowing can be a courageous act, but it is not always the best option for everyone due to potential risks and consequences.  It is also true that by the time any whistleblowing mechanisms are used, the damage has already been done to the organisation and its stakeholders.  This begs the question then: what is the alternative?