6 ways that meetings help avoid post-merger board culture clashes

When two companies merge, the spotlight often falls on synergies, structures, and financial performance. But successful integration depends just as much on something harder to measure: culture.

The board plays a central role in shaping what that culture becomes. Its members set the tone for how decisions are made, how trust is built, and how competing priorities are resolved. When culture is neglected, even strong strategies stall. 

Nertila Asani, SVP of Sales at Datasite, has worked in M&A for over a decade. She’s seen first-hand that leadership alignment is rarely just a structural issue. As she puts it, “M&A is so much more about people and culture than it is about balance sheets.” 

In this article, we explore how board meetings can support the cultural side of integration. With Nertila’s insights throughout, we outline six ways board meetings help avoid post-merger board culture clashes, and create the conditions for stronger collaboration. 

We’ll cover:  

• What board culture actually looks like in the first months post-merger 

• Where cultural friction often shows up (and why it usually starts in meetings) 

• How to use meetings to build a shared board culture 

• How Sherpany can support with post-deal board meeting success 

How does board culture impact boards post-merger? 

When boards come together for the first time after a merger, the focus is usually on structure. But structure alone doesn’t determine how well a board operates. Culture plays a central role in how decisions are made and how directors work together under pressure. 

Each board member brings their own experience, shaped by different governance traditions, communication styles, and expectations. According to Nertila, these differences can be significant. She explains that post-merger boards combine “leaders with very different cultures, governance traditions, risk appetites, decision-making styles, and emotional intelligence”. 

This mix can work well when it’s acknowledged early. But when expectations are misaligned or left unspoken, trust takes longer to build. Small misunderstandings can grow quickly, especially in meetings where key decisions are expected. 

The way a board handles its early discussions can either support integration or slow it down. Meetings provide one of the clearest opportunities to develop a shared way of working, and with it, a more stable board culture. 

What causes friction on newly formed boards? 

Post-merger boards don’t fail because directors are inexperienced. Friction usually comes from mismatched assumptions and unclear expectations. What feels standard in one boardroom can feel unfamiliar in another. 

Nertila highlights why this matters, “Culture and ‘soft factors’ are some of the hardest things to get right in a new board. They’re also the fastest way that deals can fail”. 

Common sources of tension include: 

• Different decision-making styles: One group may prefer consensus, another leans on speed 

• Unclear role boundaries: Directors aren’t always aligned on who leads, who advises, and who decides 

• Varied meeting habits: Some directors prepare extensively, others rely on discussion 

• Fragmented materials and prep: When meeting information is scattered, it’s harder to stay aligned. 

These gaps don’t always show up immediately. But they often surface in meetings, where tone, timing, and process carry more weight than expected. When meetings lack structure, these differences have nowhere to go. That’s when misunderstandings turn into mistrust, and progress slows down. 

6 ways meetings can help avoid post-merger board culture clashes 

Meetings are one of the first places board culture becomes visible. They’re also one of the best opportunities to shape it. Here are six ways boards can use meetings to build trust, avoid confusion, and support integration. 

1. Use meetings to align before execution 

When boards rush into decisions without shared ground rules, they risk pulling in different directions. According to Nertila, “Boards need to begin with a shared vision and clearly defined operating principles. If you start running before you’re aligned, you risk pulling in different directions and slowing down integration instead of driving it forward”. 

Meeting structure helps reinforce that alignment , especially when preparation, agendas, and roles are consistent. And using the right technology to manage these meetings is paramount - especially across a portfolio of investments . 

2. Use early meetings as part of onboarding 

Board onboarding often focuses on background documents and formal briefings. But meetings are where new directors learn how the board actually works. Nertila advises that onboarding “has to be inclusive, not just a box-ticking exercise,” and should clarify expectations “between executive directors and non-executives” from the outset. 

Early meetings offer a chance to build shared habits and reduce the risk of misunderstanding later. 

3. Keep agendas connected to the deal thesis 

When meetings drift from the strategic goals behind the merger, alignment fades. Nertila suggests tying agendas directly back to why the companies came together. “Streamlined agendas that focus on the most important issues deliver much higher returns”. 

Reinforcing the deal thesis through meetings keeps integration efforts on track. 

4. Use shared data to anchor discussion 

Opinions can create tension. Facts reduce it. Nertila points out that “using dashboards and KPIs to anchor discussions depersonalises debates and keeps them constructive”. 

When boards prepare and review information in the same way, meetings become more focused, and decisions are easier to make. 

5. Build consistency into meeting habits 

Trust builds when directors know what to expect. That includes how meetings are run, how materials are accessed, and how follow-up is handled. When these basics are reliable, people are more willing to speak up, and more likely to listen. 

Small adjustments to rhythm, structure, and preparation can help boards work together more effectively. 

6. Use meetings to revisit shared purpose 

When difficult conversations arise, purpose helps the board stay grounded. Nertila notes that “focusing early on shared purpose and long-term goals makes it easier to navigate cultural differences when tougher debates inevitably arise”. 

Returning to shared purpose in meetings helps reframe conflict, clarify direction, and reinforce unity, especially when decisions are complex or contested. This can feed into the Quarterly Business Reviews that you already have planned. 

Use your board meetings to improve board culture today 

Mergers rarely fail because the plan was wrong. They fail when alignment breaks down at the top, when the board doesn't operate with clarity, trust, or shared direction. 

Board meetings are a practical place to build that alignment. They shape how directors interact, how decisions are made, and how cultural differences are handled. As Nertila Asani makes clear, when meetings are run well, they can drive integration forward. When they’re not, they slow it down. 

Whether you're aligning a newly formed board, onboarding directors, or navigating a difficult phase of integration, meetings offer structure. And structure supports culture. 

If you’re ready to improve your board culture through better meetings, book a free consultation and explore how Sherpany can support your next chapter of value creation.