CGF ARTICLES, OPINIONS & EDITORIALS
April 15,
2024 91 91 
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 74 74
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 843 843
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 1982 1982
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.
August 2,
2021 2399 2399
By Dr Irma Meyer and peer reviewed by Terrance M. Booysen
When does any member of the public become a stakeholder of an organisation? How would an organisation know when such a public member -- or group of members -- has become a stakeholder? Adding to this important line of thinking, who deserves more attention: public members/groups or the organisation’s traditional stakeholders? Is there a difference between public and organisational stakeholders and if so, what is it?
April 15,
2021 2799 2799
By Dr. Irma Meyer and peer reviewed by Terrance M. Booysen
Many communication specialists share the frustration of being the writers and owners of impressive communication strategies that were never, or at best, only partially implemented. They go through the process of spending days, sometimes weeks, designing creative and intelligent communication strategies, only to be confronted with every day, real-life events back at the office, rendering the strategy virtually immediately obsolete.
August 12,
2020 2809 2809
By Glen Talbot(CA) SA and Terrance Booysen and peer reviewed by Jené Palmer CA(SA)
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 or causing material changes in the organisation. The latter, according to the South African Companies Act of 2008, are known as ‘prescribed officers’ and together with the organisation’s directors and internal auditors, can all be held liable for not ensuring that the interests of the organisation are being adequately served and protected.
January 23,
2018 9902 9902
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.
October 5,
2017 7654 7654
By Terrance M. Booysen
Recent local and international headlines have been explosive in their exposure of the involvement of large organisations in the perpetuation of political instability and increased racial tensions in South Africa, as well as the alleged facilitation of so-called ‘state capture’. These headlines have brought into sharp focus the importance of strong, ethical leadership within organisations such that the organisation is not only seen to be, but is operating an ethical business.
