As the final whistle sounded in the Rugby World Cup final, South Africa’s victory over New Zealand sent shockwaves throughout the world of sports. For many, this was more than just another championship; it was an affirmation of the remarkable ethos that has come to define the Springboks—a testament to the power of diversity, teamwork, trust, a lack of personal ego, and a resolute focus on the team’s success.
You have been thrown into the deep end as the Chair of the Eskom Board. In your 2019 autobiography, Betting on a Darkie (sub-title Lifting the Corporate Game), you made it clear that you became an engineer because you like to fix things and have a built-in desire to make things work. You now have that opportunity.
Despite all the good humans do, humanity is in trouble. We just have to watch the news to realise that needless suffering seems unavoidable, from violent protests and mob justice to murder, pandemic levels of corruption, and extreme levels of poverty. The feeling of powerlessness appears to be increasing, and despondency is setting in. But are we genuinely powerless? Is it not within our individual power, instead of being mere bystanders, to become upstanders?
Life in South Africa is becoming increasingly volatile, and it requires courage to maintain a positive outlook in Mzansi. It takes courage to keep one’s head above water and survive in this ever-dynamic country, where there’s never a dull moment.
Elevating the institutionalisation of ethics to a strategic imperative necessitates a concerted and integrated approach or framework. It requires all stakeholders to be aware of their responsibilities and to ensure the ethical utilisation of resources.
The introduction of rules will lead to more ethical and responsible behaviour. Correct? Maybe we should think again about what rules can do, what they cannot do, and if rules are always good.
Although they followed very different methodologies, the Auditor-General (AG) report on Municipal Audit Outcomes comes to very similar conclusions as the Local Government Ethical Leadership Initiative (LGELI) about the root causes of municipal failures. (Opinion Piece)
The majority of organisations in the modern era understand the importance of risk management and hence make some effort to manage it. The obvious dimensions of organisational risk are financial, legal, operational, information technology, human resources, and marketing risks. These are usually acknowledged and frequently managed in a structured manner.
Lest we forget that leaders come from these same societies where all these ills are happening. We need to find pragmatic ways of working through our social ills and creating a more desirable society. How do we even do this?
Most of us have adopted a more virtual lifestyle since the COVID pandemic. Many organisations have now brought in more relaxed work-from-home policies with a much larger percentage of employees now doing some or most of their work through virtual means.
Throughout the course of recorded history, the aftermath of major catastrophic events such as pandemics, wars, and famine have always played a pivotal role in interrogating the foundations of society, the sustainability of its material basis, the role of expertise, our social codes, and behavioural norms. The bubonic pandemic known as the ‘Black Death’, devastated […]
“We need, as a nation, at this time more than any other, to reveal our true character. We need to work together and leave no one behind”. – (Pres Cyril Ramaphosa, SONA, Feb 2023) Integrity is consistency of character. Integrity is a necessity for trust. If I know your character and know that you […]