GOVERNANCE CONSCIOUSNESS: A PARADIGM SHIFT IS REQUIRED (2025-12-01)
This article argues that organisations must evolve governance mind-sets -- not just tick compliance boxes -- to meet 21st-century demands.
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BEYOND THE BUZZWORDS - ANSWERING YOUR QUESTIONS ON “GOVERNANCE 2.0.” AND “THE DAY THE BOARD WOKE UP” (2025-07-16)
Exploring the shift to Governance 2.0, focusing on dynamic, strategic board practices that meet stakeholder demands and embrace real-time decision-making.
SOUTH AFRICA’S PATH TO DIGITAL GOVERNANCE: A GOVERNANCE FRAMEWORK FOR CHANGE IN THE GLOBAL SOUTH (2025-01-27)
Outlining a digital governance framework to guide South Africa and the Global South toward effective, technology-driven reform.
CALL TO ACTION: DIGITISE THE GOVERNANCE FRAMEWORK ACROSS ALL STATE ORGANISATIONS (2024-11-19)
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
NO THANKS, NOT FOR US! (2024-10-29)
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
PROPER BOARD INDUCTION IS CRUCIAL FOR NEW DIRECTORS (2024-06-06)
An African proverb eloquently captures the essence of being prepared: “Tomorrow belongs to the people who prepare for it today!” Being prepared means being proactive
THE LINK BETWEEN YOUR GOVERNANCE FRAMEWORK AND STRATEGIC DEXTERITY (2024-05-07)
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
FAILED GOVERNANCE IN STATE ORGANISATIONS IS NOT A SIMPLE BAILOUT! (2023-08-10)
Given the multiple governance failures seen across South Africa, and mostly within the public sector, there is no doubt that this fragile situation is a
THE CORPORATE GOVERNANCE FRAMEWORK® - AN ALTERNATIVE TO WHISTLEBLOWING (2023-07-21)
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
MEASURING THE ORGANISATION’S GOVERNANCE EFFORTS (2022-04-21)
For many years corporate governance has been a sensitive topic for many boardrooms. In reality, despite the writing of the various codes of corporate governance,
DIRECTORS’ SENTIMENT INDEX™ REPORT: 5TH EDITION – CGF’S OBSERVATIONS FROM A GOVERNANCE PERSPECTIVE (2020-11-12)
A review of the Institute of Directors in South Africa (‘IoDSA’)’s recently released report for 2020 raises some interesting observations from a governance perspective. It
INTERNAL AUDITORS PLAY AN IMPORTANT ROLE IN STRENGTHENING THE GOVERNANCE OF AN ORGANISATION (2020-08-12)
People who occupy positions of authority include not only executive and non-executive directors of the board, but also managers who have the means of influencing