by Matthew Worthington-Smith | May 2, 2018 | Blog
By Rob Worthington-Smith 30 April, 2018 Boards need to make strategic decisions about how to employ financial capital in the best interests of their shareholders, employing the company’s business model (or indeed modifying it if necessary) to build the value of all...
by Matthew Worthington-Smith | Mar 12, 2018 | Blog
SA corporates fail despite apparent good governance. This article argues for looking beyond the box-ticking and virtue-signalling, to where leaders may be found with the maturity to identify and respond to the real vulnerabilities that face their industry and their...
by Matthew Worthington-Smith | Mar 4, 2018 | Blog
Capitec’s response to Viceroy’s report speaks to a mature leadership under intense market scrutiny By Rob Worthington-Smith 17 February, 2018 In this article, I argue that what and how companies communicate not only says something about the maturity of...
by Matthew Worthington-Smith | Mar 4, 2018 | Blog
A case study comparing Aspen and Novo Nordisk from the March 2017 edition of the FarSight Report By Rob Worthington-Smith 05 April, 2017 Popular sentiment is in danger of turning against the pharmaceutical industry as drugs are increasingly being perceived as becoming...
by Rob Worthington-Smith | Dec 13, 2017 | Blog
Steinhoff’s FarSight Rating revealed weaknesses in its reporting on corporate governance and raised questions around the depth of its business relationships By Rob Worthington-Smith 06 December, 2017 Sharp-shooting gunslingers opened up the American Wild West. For...