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

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This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faces between 2005 and 2008. After removing the longtime oriented online service structure JLL has created two interrelated groups: Accounts and Markets. Located Account Managers who served JLL corporate clients accounts. Set in niche markets geography runners. JLL has contributed to the integration between accounts and markets focus on the “cross” of labor between the two groups, namely, cases requiring the combined resources of both groups. In 2008, however, JLL has struggled to realize the full potential of this new structure. There was more growth could be obtained from it into local markets, and management wondering how best to strengthen its brokerage team. The acquisition of Spaulding and Slye, a reputable company based in Boston, provided immediate growth in key markets, but organic growth is harder to achieve. While the industry has paid dealers commission model, JLL made with a model of salaries and bonuses and aligned with the culture of JLL but I was unattractive for new recruits. America CEO Peter Roberts presents alternative JLL analyzed by considering ways to strengthen the organization, while maintaining its values â€‹â€‹and integrity. This case is the third in a series of cases where A, B and D are included, and together JLL covers developments between 1999 and 2012.
by
Ranjay Gulati,
Luciana Silvestri
Source: Harvard Business School
5 pages.
Date Posted: March 11, 2013. Prod #: 113116-PDF-ENG
Increasingly integrated to Jones Lang LaSalle (2008) The Services Solution (C) Case