This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faces between 2001 and 2005. Faced with the need to provide customers with integrated services business in 2001, created JLL Corporate Solutions, a group that aims to establish links between the lines of the semi-autonomous services JLL. Despite the initial success in 2005, the group had difficulty promoting integration. Account managers and leaders of the service sectors have faced the power of decision, compensation and incentives, and the weights were modified and redistributed. JLL has realized that its organizational structure hampered the company in achieving key strategic objectives, such as rapid scalability of the legal and actual penetration of the local market. CEO Peter Roberts America this alternate address JLL analyzed by considering how to advance in the organization. This case is the second in a series of cases where A, C, 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 #: 113115-PDF-ENG
Jones Lang LaSalle Integrated 2005 (B) Services Case Solution
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