Abstract
This case illustrates the cultural challenges that SoftBank, a Japanese corporation, experienced in the M&A integration of Sprint Next Corporation, the third largest US wireless telecommunications carrier in 2015. In the mind of Masayoshi Son, SoftBank’s maverick founder, the consolidation of SoftBank and Sprint was to create the world’s No. 1 company in the telecommunications industry. Although it seemed beneficial to SoftBank financially and strategically, differences in the business cultures of two corporations and countries where they were based raised concerns about the success of their integration. In addition to the cultural differences, SoftBank managers faced extra challenges from their Midwest counterparts through a series of changes in business strategies, marketing, human resources, and management since its acquisition of June 2013. How could SoftBank and Sprint increase the odds of success?
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