This case scenario illustrates the deliberate and organizational predicaments that Jones Lang LaSalle (JLL) confronted amid 2005 and 2008.
Having dismantled its long-standing service line-oriented structure, JLL created two interdependent groups: Accounts and Marketplaces. Accounts housed account managers who served JLL's corporate customers. Markets placed brokers specialized in certain geography. JLL helped drive integration between Accounts and Markets by emphasizing work at the "junctions" between both groups, i.e., cases that necessitated combining both groups' resources. By 2008, however, JLL was confronting challenges connected with utilizing the potential of this new construction. There was more growth that may be obtained from penetrating local markets, and top management wondered how exactly to best reinforce their brokerage team.
The acquisition of Spaulding and Slye, a well-known Boston-based company, supplied instant growth in some key markets, but organic growth was harder to achieve. While agents were paid by the sector using a commission model, JLL did so with a salary and bonus model that aligned nicely with the culture of JLL but proved unattractive to new recruits. America's CEO Peter Roberts outlines the options JLL assessed as they considered the best way to reinforce the organization while preserving integrity and its worth. This case is the third in a case series that also constitutes cases A, B, and D, and put together covers JLL's evolution between the years 2012 and 1999.
PUBLICATION DATE: March 11, 2013 PRODUCT #: 113116-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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