South Africa suffers capability deficiencies and institutional stasis due to poor political management.
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Distress is normally identified when a company is no longer profitable, when it’s not a going concern anymore, when it has major problems.
South Africa can’t afford its national airline anymore – nor can it afford to close it down. What’s the next step?
South Africa’s 2018 budget does not go far enough. Perhaps finance minister, Malusi Gigaba was caught up in the euphoria of the widely welcomed state of the nation address by Cyril Ramaphosa.
South Africa’s 2018 national budget makes it clear that the slumber and corruption that has hampered state owned enterprises must come to an end.
The shake up at South Africa’s power utility, Eskom, sends a good signal about where Cyril Ramaphosa is taking the country.
South Africa’s finance minister Malusi Gigaba failed to impress when presenting the eagerly awaited 2017 medium term budget.
Privatisation talk in South Africa shows how state owned enterprises are being used as tools for enrichment by the connected and less as key elements of development.
Reforming South Africa’s state owned enterprises should start with greater accountability and financial responsibility.
The scandals surrounding South Africa’s power utility, Eskom, were caused by the neglect of corporate governance rules by the board, the executive authority, and the public enterprises minister.
What has been lost in stating the case for South Africa’s credit rating is a tangible plan for strengthening governance and regulation of its state owned enterprises.
South Africa’s parastatals are in a dire state. Instead of being the mandated sites of development and profitability, they are costing the public purse billions and have been abused.
The costs to South Africa of maintaining the ownership of a national airline are proving to be unbearably expensive. It’s time to let the struggling carrier go.
Les contributeurs les plus fréquents
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Associate Professor and Director of Rhodes Business School, Rhodes University
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Visiting Professor at the Business School, University of the Witwatersrand
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Associate professor, University of Cape Town
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Post Doctoral Researcher, Graduate School of Business (GSB), University of Cape Town
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Consulting Economist; and Senior Research Fellow University of Johannesburg, University of Johannesburg
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Associate professor in strategy, leadership and turnaround, University of Pretoria
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Head: Wits School of Governance, University of the Witwatersrand
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Associate Professor, Stellenbosch University
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Professor of Political Studies, University of Johannesburg
