persist in terms of adopting empowerment in Chinese operations where long-standing hierarchies are more customary. However, expatriate managers from Denmark have reported that many of the elements of the Winning Behaviors framework are alive and working well in Asian subsidiaries. As with most culture changes, Carlsberg Group's Winning Behaviors is a work in progress. Questions 1. What role should leaders at headquarters play in establishing the preferred culture for an organization with diverse locations/subsidiaries? What is the role of headquarters and local HR professionals in such an initiative? 2. Why is it important to include the cultural tenets in the company's performance management and compensation programs? How successful would you expect a culture change to be if these HR practices are not updated to reflect the new culture approach? Why? 3. What actions did Carlsberg group take to ensure buy-in from various stakeholders and operations