CGF ARTICLES, OPINIONS & EDITORIALS
October 29,
2024 401 401 
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.
October 17,
2024 413 413
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.
June 6,
2024 2672 2672
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!”
May 23,
2024 3839 3839
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.
May 7,
2024 4916 4916
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.
April 15,
2024 4884 4884
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.
April 11,
2024 1947 1947
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.
April 10,
2024 2052 2052
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.
August 10,
2023 2997 2997
By Terrance M. Booysen (CGF Research Institute: Chief Executive Officer)
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 national disaster. The costs of these governance failures are far worse than the actual monetary losses reported to date. Earlier this year the Reserve Bank estimated that the country’s energy crisis alone is causing losses to the SA economy of approximately $51 million (approximately R942 million) every day.
August 7,
2023 3079 3079
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.