While governance has been a key topic in the extant Information Systems research agenda, only scant attention has been paid to the concept during digital transformation (DT) endeavours. To address that lacuna, we examine DT governance in the context of a meta-organization, which allows us to unearth informal governance mechanisms due to the absence of formal authority. While our study is still in progress, we have collected a wealth of archival, interview, and observational data at a multinational military meta-organization engaged in a DT endeavour. The preliminary findings of our study point us to introduce a new concept, which we refer to as macrocephaly, where the head of an organization is too large for its body, hampering effective and efficient decision-making. We also showcase that the varied background of the meta-organization members in terms of digital experience and their different incentives and expectations of the DT endeavour further complicates decision-making.