This paper examines the complex, interdependent relationship between multinational companies and their subsidiaries. It discusses how subsidiary role development and specific strategic initiatives may add new value to corporations. While previous studies have identified the need for more proactive management practices, there are few practical guides available to managers to help them improve their performance. This paper addresses this deficit and contributes new knowledge on subsidiary role development practices in terms of selection and evaluation. Through an in-depth analysis of extant literature, the research developed and tested an instrument that allows decision makers to assess their company against good practice. This instrument (or audit tool) is an accurate, reliable and valid mechanism to measure a subsidiary’s role development strategies.