CGF ARTICLES, OPINIONS & EDITORIALS
February 10,
2025 69 69 
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
February 4,
2025 221 221
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.”
January 30,
2025 163 163
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.
January 21,
2025 201 201
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.
October 29,
2024 506 506
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.
May 7,
2024 4982 4982
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 4943 4943
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 10,
2024 2134 2134
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.
July 21,
2023 2469 2469
By Jené Palmer (CGF Research Institute: Director)
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 true that by the time any whistleblowing mechanisms are used, the damage has already been done to the organisation and its stakeholders. This begs the question then: what is the alternative?
April 21,
2022 2707 2707
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)
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, the business and state environments remain littered with examples of failed governance.
Given that the South African business landscape still finds itself in deep trouble, one may argue that the introduction of the latest King IV™ Report on Corporate Governance for South Africa 2016 and its outcomes-based reporting has still not had the desired impact in driving governance change.