WHY COMPANY SECRETARIES ARE GOVERNANCE’S UNSUNG HEROES (2025-04-10)

By Terrance M. Booysen (CGF Research Institute: CEO)

Lessons from South Africa hint at a digital tomorrow

Looking back to move forward

I have spent 22 years at the helm of CGF Research Institute, watching South Africa’s governance story unfold, sometimes with hope, often with frustration.  State capture left a one-trillion-rand scar (Zondo, 2022), and Eskom’s R78 billion loss in 2023 still stings.  These are not just numbers to me; they’re signs that oversight systems are struggling to find their footing.  Yet through it all, I keep coming back to the Company Secretary - not sitting on the board but working tirelessly behind the scenes.  They are the ones who could turn things around, if only we gave them the right tools.  This is not just a South African tale; it’s a lesson for boards everywhere.

COMBINED ASSURANCE: STRENGTHENING GOVERNANCE AND BUSINESS REPORTING (2025-03-31)

By Terrance M. Booysen (CGF Research Institute: CEO)

In an era of heightened scrutiny over corporate governance and accountability, the responsibilities of directors and executives have evolved significantly.  High-profile corporate failures, including Enron and WorldCom in the United States, HIH Insurance in Australia, and Parmalat in Italy, have underscored the need for robust governance frameworks.  Similar failures in other markets, including cases such as Steinhoff and VBS Bank in South Africa, illustrate that the risks of poor governance and weak oversight are universal.

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.

MEASURING THE ORGANISATION’S GOVERNANCE EFFORTS (2022-04-21)

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.

USING THE CORPORATE GOVERNANCE FRAMEWORK® IN TIMES OF GREAT UNCERTAINTY (2021-11-17)

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?