The previous chapter examined performance factors relating to internationalisation from a parent company perspective. It highlighted the fact that there has been a great deal of research and empirical analysis around understanding why and how IMUEs expand internationally and the variables which threaten to impinge upon their success. Much of the literature pertaining to internationalisation takes an ‘owner/parent’ view – but what about the subsidiary/partner perspective? Given that the focus of this book is trained upon local ‘field-based’ leadership it is pertinent, at this juncture, to consider IMUEs from a subsidiary/partner point of view. What activities do they expedite and what issues do they face? This chapter will address this question by, first, examining interlinked factors relating to local performance from a subsidiary/partner standpoint such as funding and alignment, expertise and adaptive capacity. It will then examine issues in the relationship between parent and subsidiary from both a theoretical (agency and power resource) and practical (operational and strategic) point of view. Activities and issues will then be examined with regard to field-based local leaders in IMUEs – what do they do and what practical problems do they face on a day-to-day basis? Following chapters in the book will then consider how effective local leaders are developed in order to ensure that the ‘rubber hits the road’ in IMUEs.