Implementing the Winning Behavior Strategy at Carlsberg

Running head: CARLSBERG
CARLSBERG
Name of the Student
Name of the University
Author Note

CARLSBERG
Executive Summary
The Carlsberg can be considered to be a successful organization with an improvised human
resource strategy. The company makes use of the winning strategy. The use of the Winning
strategy can be understood to be a comprehensive strategy which has enabled the firm to attain
success in the long run. This means that, as the firm enables to make a human resource strategy,
the organization has made the employees the center of the operations and in line of this, it has
aimed to build the overall strategy of the organization by building a team of competent
employees who will perform well and help Carlsberg to attain more success in the long run. The
report will outline the overall implementation of the strategy and the manner in which the firm
will attain success with respect to the same.

CARLSBERG
Table of Contents
Introduction......................................................................................................................................3
Strategic Priorities purchased by Carlsberg.....................................................................................3
Rationale of Implementing the Winning Behavior Strategy...........................................................5
The manner in which the 'Winning Behaviors’ strategy align with other HR practices such as:
equity and diversity; workforce planning and development; social responsibility; and work-life
balance.............................................................................................................................................6
The difficulties the company faced when implementing this strategy in Malaysia........................8
An analysis of how well the 'Winning Behaviors’ strategy would work in an Australian context,
along with recommendations for how such an implementation could be successfully managed..10
Conclusion.....................................................................................................................................11
References......................................................................................................................................13

CARLSBERG
Introduction
When the operations of the Carlsberg were merged with that of the Norwegian brewery
Orkla in the year 2001, the overall dynamics of the organization changed considerably. The firm
was fast spreading its overall operations in the different parts of the world and hence, the
managing director arrived at a conclusion that, the firm was required to come up with a new
winning strategy which would have enabled the firm to achieve its overall goals as well as
objectives (Zhang et al., 2015). The given report outlines the overall winning culture strategy
which has been adopted by the organization and the manner in which it has an impact on the
overall culture and operations of the firm.
Strategic Priorities purchased by Carlsberg
The strategic priorities which the firm was aiming to pursue can be stated to be as
follows:
A common group culture:
The main strategic priority which Carlsberg aims to attain can be stated to be the common
group culture. In line with this, it can be understood that the different people as present in the
organization would be required to have a common culture which would then enable them to
ensure success in the long run (Wright, Coff & Moliterno ,2014). This would enable them to
work together and understand the needs of one another easily.
Developing the overall capacities and capabilities of the people:
In order to ensure that the different members who are essentially working for the
organization are capable of working well for the overall purpose of the organization, the