CGF ARTICLES, OPINIONS & EDITORIALS
April 10,
2025 195 195 
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.
March 31,
2025 222 222
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.
March 10,
2025 267 267
By Terrance M. Booysen (CGF Research Institute: CEO)
Another governance crisis waiting to happen
In recent years, corporate governance has become a hot topic following scandals like Steinhoff, Tongaat Hulett and many others, but despite increased attention, significant and material progress in improving governance practices across organisations remains alarmingly scarce.
February 26,
2025 338 338
By Jené Palmer CA(SA) GCB.D (CGF Research Institute: Director)
Despite compelling research confirming a strong alignment between Diversity, Equity and Inclusion (DEI) initiatives and corporate financial performance, Goldman Sachs and Deloitte have become the latest big corporations to formally announce that they are reviewing their DEI policies in light of the United States’ revised position on diversity, inadvertently giving credence to claims that diversity policies lead to “reverse discrimination”.
February 10,
2025 372 372
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 550 550
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 368 368
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 27,
2025 393 393
By Terrance M. Booysen (CGF Research Institute: CEO)
Confronting the challenges at home
South Africa finds itself at a critical crossroads, grappling with deep-rooted governance challenges, corruption, and a lack of accountability in its state entities. Notwithstanding these frustrating challenges there is an opportunity for President Ramaphosa to leverage South Africa’s G20 presidency to demonstrate how governance reform -- driven by digital tools -- can create a more inclusive, accountable, and efficient system of directing and controlling organisations - especially within state managed entities.
January 21,
2025 485 485
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 718 718
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.