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Jones Lang LaSalle (2012): Integrated Services and the Architecture of Complexity (D) Case Solution & Answer

This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faces between 2008 and 2012. In 2008, to strengthen the company’s brokerage team, JLL has merged with The Staubach Company, a provider of real estate services with a team of prime brokerage and a great cultural fit with JLL. Staubach paid its brokers a commission model, which accelerated the decision to drop its long JLL salary and bonus approach. The merger also made two interesting business opportunities surface. First, local brokers were now empowered and motivated to open their customer relationships for the rest of society, growing your business only local transactions to the full range of services provided JLL. Second, local brokers are aware of a large number of medium-sized clients, including real estate needs were not as sophisticated as those of large companies, but they require multi-service solutions in specific geographic areas. JLL has created a group called Corporate Markets Solutions, specifically targeting midsize customers. By 2012, with its organizational structure to fight the expansion of opportunities for many types of customers in multiple geographies, JLL has faced the challenges associated with managing the internal and external complexity. America CEO Peter Roberts describes the opportunities and challenges ahead for JLL. This is the last event in a series that also includes the cases A, B and C, and collectively covers the development of JLL between 1999 and 2012.
by
Ranjay Gulati,
Luciana Silvestri
Source: Harvard Business School
9 pages.
Date Posted: March 11, 2013. Prod #: 113117-PDF-ENG
Jones Lang LaSalle (2012): the Integrated Services architecture and the complexity of the solution (D) Case

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