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Latest articles
Managing confidentiality and information flow during M&A
In an M&A process, information is both the raw material and the largest source of risk. A leak, an insider-list failure, or a document reaching the wrong party can compromise a deal and create legal exposure. For boards that acquire regularly, confidentiality is not a one-off task but a repeatable discipline. This article covers the key information risks in a deal and the governance practices that contain them.
How boards can evaluate M&A targets more effectively
A board evaluating an acquisition is rarely evaluating just one deal. It is evaluating the next move in a programme, and the most effective boards bring the evidence of every prior deal to bear on the one in front of them. This is a practical framework for board-level target evaluation across five dimensions, and for running the discussion that turns scrutiny into a decision.
The board's role in M&A: what good oversight looks like in 2026
By the time a specific target reaches the board with a valuation and a timetable attached, most of the board's influence has already been spent. The mandate is where boards shape a deal rather than approve one. Here is where boards add value across a deal process, the four risks that intensify the later they engage, and what good M&A oversight looks like in practice.
Sherpany for M&A: Where executive M&A decisions are made
Every executive M&A decision is made in a board meeting. Here's how Sherpany, founded in 2011 and now backed by Datasite, keeps board M&A decisions visible from approval to review, and closes the M&A Board Decision Gap for Corporate M&A and Private Equity.
The nomination committee's role in mid-year board reviews
Mid-year is the only point in the governance cycle when a nomination committee can ask what the board should look like without simultaneously deciding who fills a seat. Here is how to use that window: testing the skills matrix against current strategy, confronting tenure before circumstances force it, and pressure-testing the succession pipeline against gaps you can already see.
How to manage board succession without creating disruption
A board loses more than a seat when a director leaves. It loses context, working relationships, and a share of its capacity to challenge, often at the moment it can least afford to. Managing succession well means treating it as a continuity problem rather than a recruitment one: a maintained pipeline, a forward view of the capabilities the board will need, and a governance record that survives the people who built it.
