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  • March 2013 (Revised October 2013)
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Corporate Solutions at Jones Lang LaSalle (2001) (A)

By: Ranjay Gulati and Luciana Silvestri
  • Format:Print
  • | Language:English
  • | Pages:8
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Abstract

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. (Revised October 2013.)
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About The Author

Ranjay Gulati

Organizational Behavior
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Related Work

    • March 2013 (Revised October 2013)
    • Faculty Research

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

    By: Ranjay Gulati and Luciana Silvestri
    • March 2013 (Revised October 2013)
    • Faculty Research

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

    By: Ranjay Gulati and Luciana Silvestri
    • March 2013 (Revised October 2013)
    • Faculty Research

    Jones Lang LaSalle (2012): Integrated Services and the Architecture of Complexity (D)

    By: Ranjay Gulati and Luciana Silvestri
    • March 2013 (Revised October 2013)
    • Faculty Research

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

    By: Ranjay Gulati and Luciana Silvestri
    • April 2013
    • Faculty Research

    Jones Lang LaSalle 2001–2012 Video Supplement

    By: Ranjay Gulati and Luciana Silvestri
Related Work
  • Integrated Services at Jones Lang LaSalle (2005) (B) By: Ranjay Gulati and Luciana Silvestri
  • Growing Integrated Services at Jones Lang LaSalle (2008) (C) By: Ranjay Gulati and Luciana Silvestri
  • Jones Lang LaSalle (2012): Integrated Services and the Architecture of Complexity (D) By: Ranjay Gulati and Luciana Silvestri
  • Corporate Solutions at Jones Lang LaSalle (2001) (A) By: Ranjay Gulati and Luciana Silvestri
  • Jones Lang LaSalle 2001–2012 Video Supplement By: Ranjay Gulati and Luciana Silvestri
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