Why your post-merger governance strategy is a non-negotiable

In the rush of post-deal integration, governance is often misread as admin. But when two organisations become one, governance strategy is the glue that holds the two organisational worlds together as they meld.

Without a post-merger governance strategy, integration drifts, accountability blurs, and risk quietly grows. But when done right, governance creates clarity, accelerates synergy, and drives better decisions from day one.

This article explores:

• Why governance strategy determines whether value is created or lost after a merger
• What a strong post-merger governance strategy looks like in practice
• The role of meetings in this vital post-merger phase
• How Sherpany strengthens post-merger oversight through better meetings

Looking for a broader framework? Read our full guide to governance strategy.

Why post-merger success depends on a robust governance strategy

Mergers close with signatures. Integration begins with structure. What happens after the deal determines whether the strategy holds or slowly unravels.

A governance strategy gives structure to ambition. It defines how decisions are made, how they move through the organisation, and how teams respond when priorities shift. Without it, even the most carefully built plans lose momentum.

After a deal, clarity is fragile. Reporting lines blur. Accountability fades. Culture clashes fill the gaps. A governance strategy brings order. It creates a shared approach, so decisions move faster and leaders stay aligned.

When that structure is missing:

• Ownership becomes unclear
• Priorities compete instead of complementing
• Key decisions slow down or disappear

A strong governance strategy introduces rhythm and reliability. As McKinsey notes, “Understanding culture, and proactively managing it, is critical to a successful integration.” Governance is central to managing that culture. It gives leaders a common framework for action. It also gives the board confidence that what was agreed is being delivered.

What a good governance strategy should look like after a merger

An effective governance strategy after a merger is a practical structure that keeps everyone moving in the same direction. It’s the scaffolding around a newly joined building, supporting while the real work takes shape. 

This is easy to say, but in reality can be challenging to get right. According to Boston Consulting Group, “Organization design is challenging in any context. Only about half of the companies that undergo organization design during a PMI say it was successful, according to a sample of more than 200 companies.”

To make sure your organisation is in the 50% that gets it right, your post-merger governance strategy should include:

• Clear roles: Everyone involved should know three things: who makes decisions, who puts them into action, and who stays informed. When roles are nailed down early, integration teams can move with confidence rather than hesitation.
• Visible structures: Think of committees, reporting lines, and escalation paths as the scaffolding that holds everything up. These need to be clearly mapped and widely understood. When something goes wrong (and it will) people need to know where the issue sits, who picks it up, and how it travels through the organisation.
• Consistent oversight: Governance needs rhythm. Regular checkpoints help leaders review progress, correct course, and stay aligned. Without this, even the best plans can start to drift.
• A common vocabulary: Bringing together different cultures and ways of working can cause friction, especially when people use the same words to mean different things. Agreeing on shared terminology early helps avoid confusion and keeps everyone moving in sync.

Set these principles from the start, and you give your team a sturdy guardrail. One that keeps the post-merger journey steady, even when the road gets rough.

Post-merger governance success lives in meetings, not manuals 

Governance can’t live in flowcharts or binders. It comes to life in the conversations where decisions are shaped, challenged and confirmed. Those conversations happen in meetings, not in static documents.

Each meeting layer has a distinct role following a merger. Board meetings set the long-term direction and hold leaders accountable for outcomes. Executive meetings ensure your post-merger governance strategy turns into tangible progress.

Agendas matter. They should reflect decision rights and ownership, rather than providing a checklist of topics. When meetings are designed this way, they create momentum instead of stalling it.

Strong governance is felt in how meetings run. There is clarity on purpose and rhythm in how often they occur. And there are consequences when actions are not followed through. PwC highlights this in recent research, noting that “establishing a highly aligned governance structure is essential in these settings” and that the unique requirement for dual governance in M&A must align closely with deal objectives.

The board’s role in setting and sustaining a governance strategy

When two organisations combine, the board becomes the architect of governance. The structures established in the early days will either enable clarity or entrench confusion. This is the moment to formalise the integration framework, define the role of committees, and ensure oversight bodies have both authority and visibility.

Setting expectations early

Boards need to make expectations explicit from the outset. That means defining how information will flow, identifying the indicators that signal progress, and agreeing when decisions must reach the board table. These markers act as navigation points, preventing drift and ensuring issues are resolved at the right level.

Delegating with purpose

Delegation is not abdication. It is a deliberate act of empowerment. As EY observes in its corporate governance guide, “At the heart of a robust corporate governance framework lies the art of delegation, a strategic tool that can significantly enhance organisational efficiency and optimise operational resilience.” Clear delegation ensures momentum is maintained while accountability remains visible.

Evaluating governance itself

Board meetings should not be limited to reviewing financial and operational results. They must also provide a lens on governance. Are decisions being taken at the right level? Is the right information reaching decision-makers in time? Is accountability upheld across the organisation? These questions determine whether governance is functioning as intended.

Acting as visible stewards

The most effective boards lead by example. They reinforce governance through their own discipline, remaining engaged and proactive. They provide a steady point of reference that helps the organisation navigate the uncertainty of post-merger integration.

How executives can turn governance strategy into daily action

A governance strategy only works when it is translated into the daily rhythm of leadership. Executives are the crucial link between the board’s design and the organisation’s delivery. Their role is to make execution concrete rather than deliver an abstract set of principles.

As Michael Petersen and Alain Fares from PwC note, “Being a strategic acquirer, and diligently following the M&A process as well as adhering to its governance structure… requires a team of disciplined executives.”

In order to successfully bridge from your post-merger governance strategy to operational execution, your team should consider: 

Embedding governance into meeting culture

Every executive meeting should make ownership visible. Agendas should make it clear who’s accountable, who’s providing input, and who needs to be kept updated.

Cascading decisions into execution

Board-level decisions must flow directly into integration team charters, departmental goals, and operational plans. This clear line of sight ensures that strategy survives the journey from agreement to action. It also reduces the risk of duplication or drift across functions.

Creating rhythm and discipline

Consistency is built through structure, and well-crafted agendas, optimised pre-reads, and tracking for follow-ups and actions all support success post-merger..

Preserving momentum

Effective post-merger oversight ensures that no one leaves a meeting wondering what happens next. Decisions are documented, owners are named, and progress is reviewed at the next gathering. This creates a cycle of accountability that protects momentum even when priorities compete.

Governance fulfils its promise only when executives embody it. Their actions transform structure into practice and strategy into measurable results.

Building the backbone of post-merger governance

In the intense months after a deal, governance needs more than rules. It requires infrastructure that holds decision-making together and keeps integration on track. This is where Sherpany supports boards and executives.

To support this, Sherpany: 

• Centralises documentation, decisions, actions and ownership across board and executive meetings, so nothing is lost in emails or outdated documents.
• Structures the entire meeting lifecycle so that agendas are purposeful, actions are tracked, and results are visible. 
• Closes information siloes and removes shadow processes, combining strong security with clear access rights, so that sensitive information stays protected and available to those who need it.
• When the right structure and technology is in place, organisations gain pace and clarity. Sherpany transforms governance from static design into lived practice.

Post-merger governance is lived through meetings. Optimise yours today. 

Governance cannot be reduced to a diagram. It is not something that survives in a binder once the ink is dry. Governance is shaped, reinforced and tested every time leaders meet. The boardroom, the executive table and the operational stand-up are the real arenas where alignment takes form.

Boards that succeed in integration treat governance as the keel of the ship: largely unseen, but essential to stability and direction. Without it, the organisation drifts. With it, leaders can steer confidently and deliver on the value promised in the deal.

Sherpany embeds the clarity, rhythm, and accountability you need into every meeting, turning a governance strategy into execution and ambition into results.

Ready to experience it for yourself? Book a free consultation today and find out more.