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.

SOUTH AFRICA’S PATH TO DIGITAL GOVERNANCE: A GOVERNANCE FRAMEWORK FOR CHANGE IN THE GLOBAL SOUTH (2025-01-27)

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

Confronting the challenges at home

South Africa finds itself at a critical crossroads, grappling with deep-rooted governance challenges, corruption, and a lack of accountability in its state entities.  Notwithstanding these frustrating challenges there is an opportunity for President Ramaphosa to leverage South Africa’s G20 presidency to demonstrate how governance reform -- driven by digital tools -- can create a more inclusive, accountable, and efficient system of directing and controlling  organisations - especially within state managed entities.

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.

LEVERAGING THE “G” IN ESG ASSESSMENTS (2024-10-17)

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

The speed at which governments and regulators are adopting sustainability reporting standards is increasing the pressure in the boardroom. Stakeholders are expecting board members and the c-suite to not only comply with these evolving disclosure requirements, but to embrace the ESG data being collected to minimise risk and drive greater value.

PROPER BOARD INDUCTION IS CRUCIAL FOR NEW DIRECTORS (2024-06-06)

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

An African proverb eloquently captures the essence of being prepared: “Tomorrow belongs to the people who prepare for it today!”

THE COMPANY SECRETARY CAN MAKE OR BREAK THE BOARD (2024-05-23)

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

While the position of Company Secretary has always been important within an organisation, especially from an administrative perspective, the Company Secretary’s role and scope of responsibility has grown over the years from an ‘efficient administrator’ to a ‘governance leader’. A modern-day Company Secretary’s role essentially encompasses ensuring the smooth running of the board’s functions, as well as ensuring -- from a good governance perspective -- that directors are adequately informed and protected in the heightened regulatory environment in which modern organisations operate.