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• Supplement | HBS Case Collection | 2013

  Jones Lang LaSalle 2001–2012 Video Supplement

  Ranjay Gulati and Luciana Silvestri

  Keywords: organizational structure; organizational evolution; strategy;

  Citation:

  Gulati, Ranjay, and Luciana Silvestri. "Jones Lang LaSalle 2001–2012 Video Supplement." Harvard Business School Video Supplement 413-704, April 2013.

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• Case | HBS Case Collection | 2013

  Corporate Solutions at Jones Lang LaSalle (2001) (A)

  Ranjay Gulati and Luciana Silvestri

  This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced at the turn of the millennium. Until then, JLL sold piecemeal commercial real estate services to its corporate clients, who maintained relationships with a variety of vendors. In 2000, JLL's large corporate clients started globalizing their activities and seeking to outsource their real estate needs. They were looking for integrated solutions delivered through a single point of contact, and they cut their providers to a few strategic vendors. JLL's organizational structure, configured around largely autonomous service lines, was not well suited to supporting the development of integrated services. Executive Peter Barge is put in charge of a new team, called Corporate Solutions, whose mission was to draw connections between the service lines in order to foster integration. How should Barge structure Corporate Solutions to make sure it succeeds in its mission? And how should he configure the group's ties to the service lines to ensure their collaboration? The retention of JLL's most profitable clients was at stake. This case is the first in a case series that comprises cases B, C, and D, and collectively covers JLL's evolution between the years 1999 and 2012.

  Keywords: Organizational Structure; Strategy; Integration; Real Estate Industry; North America; South America; Central America;

  Citation:

  Gulati, Ranjay, and Luciana Silvestri. "Corporate Solutions at Jones Lang LaSalle (2001) (A)." Harvard Business School Case 113-114, March 2013.

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• Supplement | HBS Case Collection | 2013

  Growing Integrated Services at Jones Lang LaSalle (2008) (C)

  Ranjay Gulati and Luciana Silvestri

  This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2005 and 2008. Having dismantled its long-standing service-line-oriented structure, JLL created two interdependent groups: Accounts and Markets. Accounts housed account managers who served JLL's corporate clients. Markets housed brokers specialized in a certain geography. JLL helped drive integration between Accounts and Markets by emphasizing work at the "intersections" between both groups, i.e., instances that required combining both groups' resources. By 2008, however, JLL was facing challenges associated with harnessing the potential of this new structure. There was more growth that could be obtained from penetrating local markets, and top management wondered how to best strengthen their brokerage team. The acquisition of Spaulding and Slye, a renowned Boston-based firm, provided instant growth in some key markets, but organic growth was harder to achieve. While the industry paid brokers with a commission model, JLL did so with a salary and bonus model that aligned well with JLL's culture but proved unattractive to new recruits. America's CEO Peter Roberts outlines the alternatives JLL analyzed as they considered how to strengthen the organization while maintaining its values and integrity. This case is the third in a case series that also comprises cases A, B, and D, and collectively covers JLL's evolution between the years 1999 and 2012.

  Keywords: Organizational Structure; Strategy; Integration; Real Estate Industry; North America; South America; Central America;

  Citation:

  Gulati, Ranjay, and Luciana Silvestri. "Growing Integrated Services at Jones Lang LaSalle (2008) (C)." Harvard Business School Supplement 113-116, March 2013.

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