Peter Roberts, CEO of Jones Lang LaSalle (JLL), Americas, has the expansion of the company’s presence in its core geographic markets its corporate account business has been charged simultaneously growing. Roberts and his research group have their options narrowed to two proposals. The first is a development of account management model in place in 2001, where independent service units with an account management group coexisted set. The second is a reorientation of the company’s operations, a … Read more »

Peter Roberts, CEO of Jones Lang LaSalle (JLL), Americas, has the expansion of the company’s presence in its core geographic markets its corporate account business has been charged simultaneously growing. Roberts and his research group have their options narrowed to two proposals. The first is a development of account management model in place in 2001, where independent service units with an account management group coexisted set. The second is a reorientation of the company’s operations around geography and key accounts. By examining the compromises required by each option, the case illustrates the tensions in structuring an organization around product, geography and major customers involved. It also examines the importance of strategic alignment with organizational architecture decisions.
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from
Ranjay Gulati,
Lucy Marshall
Source: Harvard Business School
27 pages.
Release Date: 14 August 2009. Prod #: 410007-PDF-ENG
Jones Lang LaSalle: reorganization of the entire Customer (2005) HBR case solution