The purpose of this paper is to reflect on the value and effect of the institutional programme reviews (PRs) conducted within the University of Johannesburg (UJ) after the merger in 2005. Data were collected by means of individual interviews with UJ staff members directly involved in the PRs at faculty and institutional levels. The analysis of the data leads to the identification of three main categories, i.e. the establishment of a QM system, awareness of QA matters and the PR process itself. The conclusions focus on institutional transformation and lessons learned from the PR process. The challenge of conducting programme reviews in the absence of a QM system underpins the conclusions and the recommendations.