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CGF ARTICLES, OPINIONS & EDITORIALS

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.

LEADERSHIP IS RESPONSIBLE FOR ACHIEVING GOOD CORPORATE GOVERNANCE OUTCOMES (2018-01-23)

By Terrance M. Booysen and peer reviewed by Professor Michael Katz (Chairman: ENS Africa)

With the media spotlight on the dismal state of governance in some of South Africa’s public and private organisations, as well as many of its state-owned enterprises, there cannot be enough said about the enormous role and duties expected of the directors of an organisation.

WHY NON-EXECUTIVES SHOULDN’T DO IT FOR THE FEES ALONE (2017-09-15)

By Terrance M. Booysen

While the board attendance fees paid to Non-Executive Directors (‘NEDs’) may be a strong incentive for certain individuals to avail themselves for these boardroom positions, it may be well worth reconsidering the risk and rewards.  The onerous duties and responsibilities which are placed on NEDs -- including the demands made by the organisation’s key stakeholders on the board -- significantly increase the liability factor and make the ‘lure’ of the board attendance fees less appealing.

D&O LIABILITY INSURANCE: AN ESSENTIAL COMPONENT OF AN ORGANISATION’S RISK-MITIGATION TOOLBOX (2017-08-16)

By Terrance M. Booysen and peer reviewed by David Loxton (Partner: Dentons)

Directors and officers of all organisations are facing an increased risk of personal exposure.  Their roles and responsibilities have become progressively more onerous in recent years, mainly as a result of new legislation and regulatory requirements, stakeholder pressure and increased governance and social responsibilities, as well as the complexity of trans-continental and macro-economic trading conditions.

BOARD INDUCTION: A CRITICAL COMPONENT FOR BOARD UNDERSTANDING AND PERFORMANCE (2017-02-15)

By Terrance M. Booysen and reviewed by Andrew Johnston (Director: Corporate Services - Sun International)

As Sir Winston Church famously once said, “There comes into the life of every man a task for which he and he alone is uniquely suited.  What a shame if that moment finds him either unwilling or unprepared for that which would become his finest hour.”  Undeniably, this axiom would apply when new directors are not properly inducted within the context of their new board environment and the affairs of the organisation.

HOLDING DIRECTORS PERSONALLY LIABLE: WHERE TO DRAW THE LINE? (2017-02-09)

By Terrance M. Booysen, Lucien Caron and Robert Davies

There is no doubt that directors in South Africa are being scrutinised for their role within organisations ̴ and far more than in previous times.  Board and executive decision-making is being challenged in parliament and in court and, at the very least, some directors have suffered significant reputational damage for not being seen to have properly and diligently fulfilled their fiduciary duties.

BUSINESS JUDGEMENT RULE: HOW YOU WILL BE JUDGED (2016-06-10)

Article by Terrance M. Booysen

It is not surprising that many business leaders have become a lot more circumspect about their positions -- including their waning risk appetite -- as yet more draconian legislation enters the market in South Africa.

DYSFUNCTIONAL BOARDS: IMPACTS ON ORGANISATIONS AND REMEDIES (2015-11-16)

Business presentation by Terrance M. Booysen

As we all know, boards are powerful forces; and through their collective knowledge, skills, experiences and practice, their output is intended to cause positive and sustainable change for companies.

SERVING THE ORGANISATION: A DIRECTOR’S PLEDGE (2015-11-04)

Article by Terrance M. Booysen

One wonders how many people have misunderstood the meaning and the commitment they made when they uttered the words, “until death us do part”?