CGF ARTICLES, OPINIONS & EDITORIALS
February 26,
2025 343 343 
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 377 377
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 554 554
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 374 374
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 399 399
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.
August 10,
2023 3297 3297
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 3439 3439
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 24,
2018 6807 6807
By Terrance M. Booysen and peer reviewed by David Loxton (Chief Executive Officer: Africa Forensics & Cyber)
Being able to speak the truth, without the fear of being intimidated or being politically incorrect is a liberty that sets a person free, both physically and psychologically. However, this attribute is increasingly more difficult to find in the leadership and structures of the ‘new’ democratic South Africa. This is ironic, in fact also bizarre and especially so in a country equipped with a Constitution that is considered to be one of the best in the world.
January 23,
2018 11229 11229
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.