GOVERNANCE CONSCIOUSNESS: A PARADIGM SHIFT IS REQUIRED (2025-12-01)
This article argues that organisations must evolve governance mind-sets -- not just tick compliance boxes -- to meet 21st-century demands.
Board of Directors
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BEYOND THE CHECKLIST: HOW KING V IS REVOLUTIONISING GOVERNANCE AND RESTORING TRUST (2025-11-17)
King V ushers in a new era of transparent, principled governance - strengthening board independence, demanding rigorous disclosure, and rebuilding stakeholder trust.
THE INSIDE JOB: WHEN CORPORATE ADR EXPOSES THE BOARD (2025-10-13)
Corporate ADR can save companies but expose directors. Without transparent, auditable governance, today’s leaders risk becoming victims of their own “inside job.”
FROM REPORTS TO REAL-TIME GOVERNANCE INSIGHT: THE POWER OF DIGITISED GOVERNANCE (2025-08-25)
Discover how digitised governance transforms data into real-time insights, enhancing decision-making and organisational efficiency.
BEYOND THE BUZZWORDS - ANSWERING YOUR QUESTIONS ON “GOVERNANCE 2.0.” AND “THE DAY THE BOARD WOKE UP” (2025-07-16)
Exploring the shift to Governance 2.0, focusing on dynamic, strategic board practices that meet stakeholder demands and embrace real-time decision-making.
THE DAY THE BOARD WOKE UP (2025-07-08)
Governance transformed through digitisation, enabling proactive strategic insights and enhanced operational agility for better decision-making.
ACCOUNTABILITY IN GOVERNANCE: WHO IS RESPONSIBLE WHEN AN ORGANISATION FAILS TO COMPETE? (2025-01-21)
Examining accountability mechanisms when organisations fail competitively and the governance roles involved.
CALL TO ACTION: DIGITISE THE GOVERNANCE FRAMEWORK ACROSS ALL STATE ORGANISATIONS (2024-11-19)
South Africa’s state organisation’s require a modern overhaul that embraces digital solutions to enhance transparency, accountability and efficiency. Digitising the governance frameworks in each State-Owned
NO THANKS, NOT FOR US! (2024-10-29)
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
PROPER BOARD INDUCTION IS CRUCIAL FOR NEW DIRECTORS (2024-06-06)
An African proverb eloquently captures the essence of being prepared: “Tomorrow belongs to the people who prepare for it today!” Being prepared means being proactive
THE COMPANY SECRETARY CAN MAKE OR BREAK THE BOARD (2024-05-23)
While the position of Company Secretary has always been important within an organisation, especially from an administrative perspective, the Company Secretary’s role and scope of
THE LINK BETWEEN YOUR GOVERNANCE FRAMEWORK AND STRATEGIC DEXTERITY (2024-05-07)
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
EVOLVING BOARDS: THRIVING IN THE MIDST OF DISRUPTION (2024-04-15)
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
GOOD GOVERNANCE – IS IT RED TAPE OR A CRITICAL BOARD COMPETENCY? (2024-04-11)
Let’s just focus on the business and less on governance! Governance stifles innovation and adds red tape! How often have you heard similar sentiments being
A DIGITISED GOVERNANCE FRAMEWORK SUPPORTS A DECENTRALISED AUTONOMOUS ORGANISATION (DAO) (2024-04-10)
Traditional governance reporting - With the age of digitalisation firmly entrenched -- and a global economy on the cusp of the Fifth Industrial Revolution --
HONESTY AND TRUTHFULNESS - CAN THE CORPORATE GOVERNANCE FRAMEWORK® HELP? (2023-08-07)
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
USING THE CORPORATE GOVERNANCE FRAMEWORK® IN TIMES OF GREAT UNCERTAINTY (2021-11-17)
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
INTERNAL AUDIT REQUIRE GREATER REPRESENTATION ON THE BOARD (2019-08-05)
A plethora of corporate governance codes has been written across the world, and in spite of their recommendations which inter alia seek to protect stakeholder
GETTING BOARD APPOINTMENTS WRONG WITH DEVASTATING CONSEQUENCES FOR THE ORGANISATION (2019-06-04)
The recent resignations of the CEOs of Eskom and South African Airways have again focussed the spotlight on board performance and effectiveness. Inevitably, the critical
THE COMPANY SECRETARY: FROM COMPANY ADMINISTRATOR TO GOVERNANCE LEADER (2018-06-19)
The role of a company secretary is broad and onerous to say the least and, if this post is not occupied by a competent person
LEADERSHIP IS RESPONSIBLE FOR ACHIEVING GOOD CORPORATE GOVERNANCE OUTCOMES (2018-01-23)
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
WHY NON-EXECUTIVES SHOULDN’T DO IT FOR THE FEES ALONE (2017-09-15)
While the board attendance fees paid to Non-Executive Directors (‘NEDs’) may be a strong incentive for certain individuals to avail themselves for these boardroom positions,
D&O LIABILITY INSURANCE: AN ESSENTIAL COMPONENT OF AN ORGANISATION’S RISK-MITIGATION TOOLBOX (2017-08-16)
Directors and officers of all organisations are facing an increased risk of personal exposure. Their roles and responsibilities have become progressively more onerous in recent
BOARD INDUCTION: A CRITICAL COMPONENT FOR BOARD UNDERSTANDING AND PERFORMANCE (2017-02-15)
Given the wide reaching implications and personal liability which is attached to directors in most juristic entities -- be these of a local or international
HOLDING DIRECTORS PERSONALLY LIABLE: WHERE TO DRAW THE LINE? (2017-02-09)
Where the old South African Companies Act of 1973 did not specifically spell out directors’ functions and duties in detail, the new Companies Act of
IMPROPERLY APPOINTED BOARDS SPELL DISASTER FOR ORGANISATIONS (2016-10-17)
It has been said that it is very difficult to accurately describe what exactly defines a good board of directors, and trying to find a
DYSFUNCTIONAL BOARDS: IMPACTS ON ORGANISATIONS AND REMEDIES (2015-11-16)
It is imperative that we are able to detect -- at its early stages -- when the board is leaning toward some form of dysfunctionality,