Move from Reactive to Proactive M&A

Many organisations pursue whatever opportunities are brought to them. Boards can materially improve outcomes by ensuring management is pursuing strategy-led opportunities, defining in advance what the company wants to buy (or sell) and aligning those targets to the broader strategic plan—rather than simply evaluating whatever is presented by intermediaries. Governance Considerations: Define the types of targets that best advance strategy (capabilities, markets, customers, geography). Consider whether divestitures (sale of one or more current businesses) should be part of the plan. Confirm the company has a clear roadmap of where they are and where they want to go before reviewing specific opportunities.

Right-Size the Deal Team (Internal vs. External)

M&A resourcing should balance cost, capability, and independence. Private equity firms often rely on third-party advisors primarily when a deal reaches diligence, while corporates can benefit from bringing more capability in-house—provided deal volume supports the fixed cost. Many organisations ultimately adopt a hybrid model, maintaining a small internal team and supplementing with external advisors at key points (often once exclusivity is reached). Governance Considerations: Align internal M&A resourcing to expected deal volume so fixed in-house costs are justified and sustainable. Use external advisors in a targeted, value-added way—avoiding over-reliance while ensuring the right expertise is brought in at key stages. Structure incentives and decision governance to prioritise the company’s strategic interests over momentum, fees, or “getting a deal done.”

Prevent “Deal Team Attachment”

Boards should be alert to situations where internal teams become emotionally invested after significant time and effort sourcing or advancing a transaction, and/or where external advisors may be incentivized to close due to fee structures tied to completion. Governance Considerations: Require clear decision gates and refreshed rationale at each stage. Expect disciplined challenge of assumptions—even late in the process. Reinforce that sometimes the best deal is the one you don’t do.

Treat Cultural Fit as a Value Driver

Boards should understand the company’s culture and operating norms to be well-positioned to assess whether cultural alignment with a target is realistic. When cultures don’t fit, value can erode quickly through talent loss, operational friction, integration failure, and long-term underperformance. Governance Considerations: Assess alignment between the target’s culture and the company’s operating model, values, and leadership norms. Evaluate whether cultural differences can be bridged realistically without significant disruption to performance or morale. Identify key talent retention risks early and ensure a clear post-close retention and leadership continuity plan is in place.

Make Synergies and Integration Accountable

Boards should recognize that acquisitions often underperform when projected synergies and benefits are not realized—typically due to overly optimistic assumptions or insufficient integration planning, governance, and execution. Governance Considerations: Validate synergy assumptions (measurable, time-bound, and owned). Confirm an integration leader and governance model are in place pre-close. Require milestone tracking and early warning indicators post-close.

Board Oversight of M&A: Five Practical Ways to Drive Better Deals

Published: April 29, 2026

Boards are uniquely positioned to set the tone and discipline for M&A—shaping strategy-led deal selection, ensuring rigorous diligence, and holding management accountable for integration and value capture. Here are five leading governance practices that help organisations reduce the risk of costly missteps and improve the likelihood that transactions deliver real, measurable strategic outcomes: