This Case is about FINANCIAL MANAGEMENT
PUBLICATION DATE: March 11, 2013 PRODUCT #: 113115-PDF-ENG
This case depicts the calculated and organizational confrontations that Jones Lang LaSalle (JLL) features between 2001 and 2005. Encountered with the need to distribute integrated services to business clients in 2001, JLL fashioned Corporate Solutions, a group that intended to draw connections among JLL’s semi-autonomous service lines. Regardless of initial success, by 2005 the group was finding it challenging to promote integration. Â Account supervisors and service line leaders clashed as decision-making power, pay and bonuses, and pull were changed and redistributed. JLL recognized that its organizational structure was hindering the company in attaining key strategic targets, for example high-speed scalability of successful local market penetration and corporate accounts. America’s CEO Peter Roberts summarizes the options as they contemplated the best way to move the organization forward, the top management of JLL assessed. This instance is 2012 and the second in a case series that additionally consists of instances A, C, and D, and put together covers JLL’s development between the years 1999.
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