Reimagining transformation through strategic thinking and accountable governance in the South African public university system

Abstract South African universities face mounting internal and external pressures that threaten their ability to achieve authentic transformation. This paper explores how public higher education institutions can move beyond reactive, compliance-based responses towards strategic thinking frameworks grounded in complexity theory and the King V Code of Corporate Governance. Drawing on Heracleous’ (1998) distinction between strategic planning and strategic thinking, the paper examines how global populist narratives, ideological resistance to diversity, equity, and inclusion (DEI), bureaucratic inertia, and tokenistic implementation practices obstruct systemic change. In response, the paper argues that universities must embrace double-loop learning, embed futures literacy, and foster governance structures that are participatory, anticipatory, and ethically grounded. It introduces selected King V Code principles—particularly those concerning stakeholder inclusivity, ethical leadership, and long-term value creation—as a normative framework to guide accountable governance within universities. This analysis is enriched by the author’s lived experience in institutional governance, offering both theoretical and practical insights. The paper positions transformation not as a technical project but as a strategic, value-driven imperative shaped by historical responsibility and future uncertainty. It contends that reclaiming transformation requires confronting illiberal populism, reimagining governance, and mobilising institutional cultures towards inclusive development and sustainability. Ultimately, the paper proposes a roadmap for strategic readiness and resilience in the South African public university system—one that aligns institutional legitimacy with national imperatives and global trends.