CGF ARTICLES, OPINIONS & EDITORIALS
August 10,
2023 949 949
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 1090 1090
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.
July 21,
2023 781 781
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?
October 12,
2022 1500 1500
By Terrance M. Booysen and peer reviewed by Dave Loxton (Schindlers Attorneys: Partner)
In the context of the proposed changes set out in the Protection of Constitutional Democracy against Terrorist and Related Activities Amendment Bill (“POCDATARA Bill”) currently before parliament, if it is passed in its current form, this indeed may become the “final straw that breaks the camel’s back”, and all aspirations of holding the South African government to account for poor or no governance may come to an end.
April 21,
2022 1910 1910
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.
December 8,
2021 2194 2194
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)
With the dust of the recent Local Government Elections (LGE) now settled and still no consequences against the July rioters in KwaZulu Natal and Gauteng; one has to question if South Africans deserve the real benefits of proper governing as a foundational basis that underpins our constitution, especially when citizens “turn a blind eye” or are part of the problem themselves?
November 17,
2021 2347 2347
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 2,
2021 2340 2340
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 2738 2738
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.
November 12,
2020 3178 3178
By Glen Talbot (CA)SA and Terrance Booysen and peer reviewed by Jené Palmer CA(SA)
A review of the Institute of Directors in South Africa (‘IoDSA’)’s recently released report for 2020 raises some interesting observations from a governance perspective. It should be noted that the study was concluded prior to the nation-wide lockdown and national state of disaster due to the Corona virus (‘Covid-19’) pandemic. It is likely that the sentiments expressed by respondents may have been significantly more pessimistic had the study been concluded in the second half of 2020.