Other Unpublished Work | 2011

Differentiation, Coordination, and Integration under Knowledge Interdependence

by Luciana Silvestri, Marlo Goetting and Ranjay Gulati

Keywords: Knowledge;

Language: English

Format: Print

Citation:

Silvestri, Luciana, Marlo Goetting, and Ranjay Gulati. "Differentiation, Coordination, and Integration under Knowledge Interdependence." December 2011.

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.

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