Mid-1990s commercial real estate sector had undergone a significant transformation

Rise in competition, forcing service

providers to compete increasingly on price

Real estate development experienced tremendous growth

In 2001 12,5% of total U.S GDP (JLL one

of the largest player)

The global expansion of many companies in need of real estate service contributed to the demand for integrated, global service providers. They began to outsource their entire real estate departments to third-party providers
Ensure consistent service, decrease internal

management costs and inefficiencies, and leverage the expertise of professional real estate service firms

JLL was the result of a merger of its two formerly independent partnerships-- U.S based LaSalle Partners and London-based Jones Lang Wooton
GOAL: To become worlds leading

commercial real estate management company and the second largest real estate investment management firm.
To reach the goal meet with BofA

The bank was growing increasingly frustrated with the lack of coordination among its different real estate providers
Planned to consolidate their business with

other those that willing to Partner with it to provide forward-looking, integrated services.

Would the matrix structure work? How should decision-making authority be shared? What compensation structure would best motivate the account managers and the business unit managers to work collaboratively? How would the new function affect career trajectories of promising managers at the firm? How would the changes affect company morale?

The merger failed to reverse the firms struggling financials

JLL would become more than a seller of services to its global clients-it would become its clients partner and advocate
Provide not only diagnose and selling, but also

offer solutions to their real estate needs Give Win-Win solution, save clients money and increase its own profitablitiy

But the strategy was hard to implemented, because they are outsourcing, its hard to collaborate them Also the communication within business units is poor, the service offerings just remained as a concept

Restructurization for stimulate collaboration among business units Getting the three business units to work together as a single group.

Differentiate by the service, solution and

service To reaffirm our client focus and solution orientation

Work as coordinator of the business units activities As advisors, assist with long-term planning and be focused on achieving clients objectives and providing strategic insight in addition to fulfilling transaction The Account manager would create teams composed of members of multiple business units to work on offerings for particular accounts

Account manager able to prioritized the tradeoffs, including promoting services less profitable to one business unit in the name of increasing highly profitable services of other units

If Account Manager formalized, must train down into the organization so the lower-level manager could cross-train in each business units Building working knowledge
Review each units product offerings Presented case studies to improve understanding of the units work Highlighted statistical details to aid the other units in understanding of the fundamental drivers of that unit Make standard service & price for all region

Hoped could raise the awareness of each groups diverse product and service offerings, business units more comfortable cross-selling the service to other units

Encourage other units to work with Account Manager

Create unified communication and

information platform Clear job description (Without them this wont working) Employee Gathering