CGF ARTICLES, OPINIONS & EDITORIALS
June 6,
2024 1618 1618 
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 2866 2866
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 4140 4140
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 4126 4126
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 1494 1494
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 1635 1635
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 7,
2023 2539 2539
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.
November 17,
2021 2612 2612
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)
Whilst most corporations across the world have had to make drastic changes to their business operations as a result of the Covid19 pandemic, many business leaders believe that the disruptions caused by the pandemic have inadvertently introduced more advantages than disadvantages. However, are the odds actually stacked against the organisation?
August 5,
2019 3505 3505
By Terrance M. Booysen and peer reviewed by Jene’ Palmer CA(SA) (CGF Lead Independent Consultant)
A plethora of corporate governance codes has been written across the world, and in spite of their recommendations which inter alia seek to protect stakeholder interests and shareholder value, many governance failures and organisational collapses continue seemingly unabated.
June 5,
2019 4366 4366
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA) (CGF Lead Independent Consultant)
The recent resignations of the CEOs of Eskom and South African Airways have again focussed the spotlight on board performance and effectiveness. Inevitably, the critical question arises: why are these CEOs really leaving? In considering the answer to this question one must include a review of the board’s composition and the extent to which the overall ‘health’ of the board may have influenced any decision to leave or not leave the organisation.
