This case depicts the strategic and organizational confrontations that Jones Lang LaSalle (JLL) faced amid 2001 and 2005. Confronted with the requirement to distribute integrated services to business clients in 2001, JLL formed Corporate Solutions, a group that intended to draw associations between JLL's semi-autonomous service lines. In spite of initial accomplishment, by 2005 the group was finding it demanding to foster incorporation.
Account managers and service line leaders clashed as decision-making power, pay and bonuses, and clout were altered and redistributed. JLL comprehended that its organizational structure was hindering the company in attaining key strategic targets, for example accelerated scalability of effective local market penetration and corporate accounts. America's CEO Peter Roberts summarizes the alternatives as they considered the way to move the organization forward, the top management of JLL assessed. This case is the second in a case series that also comprises cases A, C, and D, and together covers JLL's development between the years 1999 and 2012.
PUBLICATION DATE: March 11, 2013 PRODUCT #: 113115-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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