There is no shortage of education and knowledge in South Africa. However, there is a shortage of quality leadership thought and action to turn education and knowledge into value. This library aims to be a source of wisdom on how great leaders think about governance, risk, ethics, compliance, and sustainability matters, and how they facilitate better outcomes in their sphere of influence. Links to reliable technical resources are provided.
LEADERSHIP
This KWIK-series aims to start conversations amongst individuals, social groups, and in organisations. We share practical knowledge - built up over decades, and which would have helped us if we knew it earlier. We believe that people between 25 and 45, if they have access to this knowledge, are ideally placed to lead society to help rebuild South Africa.
This in-depth analysis of how the largest economies of 4 000 years ago operated provides insights into how we operate today. "Generally, the rulers of the core...powers treat the symptoms rather than the causes of instability...the violent destruction of...civilizations... was...the inevitable result of limited foresight. We are...more susceptible than we...think. We should be thankful that we are...advanced enough...to fix things, rather than simply passively accept things as they occur."
From someone who was successful, lost everything, and became even more successful, we learn of the importance of leadership. "Three questions kept me busy for a long time: How does one make a company grow? When are people happy? What's the key to [the] success of a company? The answer is ultimate empowerment. People who are well read, have well considered opinions, are honest, can communicate, can stick it out, are self-confident, care for people, ...and can think, are the best."
The essence of taking an individual and collective stance against wrongdoing, is understanding the risk to the most vulnerable in society when democracy fails. "South Africa's relatively sophisticated banking system but poor policing makes it an ideal centre for criminal activities." Good intent is not enough when dealing with other people's money and future. Professional cynicism together with a resolute commitment to doing what is right, is nonnegotiable to preserve the rule of law and democracy.
Most striking, is the many warnings about what was happening in the Free State, such as Patrick Lekota, who's concerns were ignored or purposely thwarted; the Goldhawk Report, with scathing findings on irregular loans; the Auditor-General, with reports on the lack of financial controls and disregard for legislative compliance; Beatrice Maarshoff, trying to appoint competent MECs, but instructed to appoint Ace Magashule; and Noby Ngombane, whose efforts to implement oversight of municipalities cost him his life.
Following COVID-19, significant changes unfolded across the corporate governance sphere, prompting a profound reassessment of governance norms, highlighting the importance of resilience, diversity within boards, managing economic unpredictability, sustainable practices, adaptive governance approaches, digital integration, cybersecurity measures, transparency, ESG considerations and stakeholder welfare. "A well-balanced life is a foundation on which to build a successful and fulfilling board career."
Some of South Africa's wealthiest individuals live in Stellenbosch: all male, all Afrikaans – and all mega-wealthy. Who really are the members of this 'club' of billionaires, how are they connected, and what influence do they exert on South African society? What network of boardroom membership, alliances and family connections exist? Who are the 'old guard' and who are the 'inkommers', and what about the youngsters desperate to make their mark? Does the collapse of Steinhoff indicate that there are other companies at risk of a similar fate?