By Jené Palmer and reviewed by Terrance M. Booysen
Board performance, or the lack thereof, has recently been quite prominent in the South African landscape. Unfortunately, the examples of mismanagement, poor oversight and lacklustre governance of our state-owned entities as well as some private sector businesses, abound. Poor and deteriorating financial results, high staff turnovers, lack of strategic direction and transparency as well as little to no stakeholder communication, are but some of the symptoms of a poorly performing board.
Article by CGF Research Institute
As a Proudly South African company, CGF Research Institute (Pty) Ltd (‘CGF’) was founded in 2004 on the basis of assisting organisations to deal with the challenges of governance, risk and compliance (‘GRC’). Back then, CGF’s board of directors correctly anticipated the complexities that would challenge many South African organisations, both large and small.
Article by Terrance M. Booysen and reviewed by Andrew Johnston (Altron Limited: Group Company Secretary)
It is interesting to Google the words ‘broken boards’. Unsurprisingly, the search only reveals matters relating to broken skate boards or surf boards, and there is no mention of companies or organisations, where their boards have been ‘broken’ so to speak by its members. Interestingly -- although there was a recent political connotation in this context where a President of a country has been accused of ‘breaking’ a Parliament -- one need not have much imagination to liken such an accusation in a similar context of a Chairman and/or the members of a board being accused of ‘breaking’ their board.