Growing Integrated Services at Jones Lang LaSalle (2008) (C) Case Solution & Answer

This Case is about FINANCIAL MANAGEMENT

PUBLICATION DATE: March 11, 2013 PRODUCT #: 113116-HCB-ENG

This case depicts the deliberate and organizational challenges that Jones Lang LaSalle (JLL) encountered amid 2005 and 2008.

Having dismantled its longstanding service line-oriented construction, JLL created two interdependent groups: Marketplaces and Accounts. Accounts placed account supervisors who served the corporate customers of JLL. Marketplaces placed agents specialized in a particular geography. JLL helped drive integration between Accounts and Marketplaces by emphasizing work at the “junctions” between both groups, i.e., cases that necessitated combining both groups’ resources. By 2008, nevertheless, JLL was confronting challenges connected with utilizing the potential of the new construction. There was more increase that may be gotten from penetrating local markets, and top management wondered the best way to best reinforce their brokerage team.

The acquisition of Spaulding and Slye, a well-known Boston-based company, supplied immediate increase in some essential markets, but organic growth was more difficult to reach.

Besides the industry rewarded brokers with a charge model, JLL did so with a remuneration and bonus model that united well with JLL’s culture but established unappealing to new workers.

America’s CEO Peter Roberts summarizes the options as they considered the best way to reinforce the organization while preserving its worth and integrity JLL examined.

This case is the third in a case compendium that also includes cases A, B, and D, and jointly covers JLL’s development amid the years 1999 and 2012.