Supplement | HBS Case Collection | March 2013 (Revised October 2013)

Integrated Services at Jones Lang LaSalle (2005) (B)

by Ranjay Gulati and Luciana Silvestri

Abstract

This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2001 and 2005. Faced with the need to deliver integrated services to corporate clients in 2001, JLL created Corporate Solutions, a group that aimed to draw connections between JLL's semi-autonomous service lines. Despite initial success, by 2005 the group was finding it challenging to foster integration. Account managers and service line leaders clashed as decision-making power, pay and incentives, and clout were altered and redistributed. JLL realized that its organizational structure was hindering the firm in achieving key strategic goals, such as rapid scalability of corporate accounts and effective local market penetration. Americas CEO Peter Roberts outlines the alternatives JLL's top management analyzed as they considered how to move the organization forward. This case is the second in a case series that also comprises cases A, 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. "Integrated Services at Jones Lang LaSalle (2005) (B)." Harvard Business School Supplement 113-115, March 2013. (Revised October 2013.)