Jones Lang LaSalle Reorganizing around the Customer 2005
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[First paragraph] In 2005, Jones Lang LaSalle, a global commercial real estate services company, reorganized its corporate structure to reflect a customer-focused strategy. According to the company’s CEO, David Green, the objective was to increase market share, “bring back growth,” and “strengthen our company’s financial position.” While Jones Lang LaSalle has been a global leader in commercial real estate services, the new organizational structure reflected a new market focus on the customer. over here [Second paragraph]
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1. – The following report is a 10-page written case study detailing the organizational structure of Jones Lang LaSalle’s reorganization program to better serve their customers. 2. Background – On December 2005, Jones Lang LaSalle’s CEO, Steve Wynne announced his new organizational structure. The goal was to create a “unified, global business platform” to better serve Jones Lang LaSalle’s 500,000 clients. This program will replace all of the
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On October 26th 2005, Jones Lang LaSalle announced that they were going to be doing a big reorganization to give the company a fresh start. They announced that they were splitting their operations in four, in a move they said would make it more customer focused. Jones Lang LaSalle reorganized around the customer, and the world was told about it in an overview of the company’s latest efforts. As an accountant with a passion for good storytelling, this was a subject I thought deserved a little analysis.
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Jones Lang LaSalle, a leading real estate services provider, is facing major challenges. As a part of the company’s corporate strategy of becoming a multidivisional business, they are trying to reorganize around the customer. In other words, they want to break down their traditional departmental structures and create a new organizational model wherein their business functions interact with each other. This is being done to achieve greater customer focus and better coordination of efforts. The following is a case study of how this has been done. The
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Jones Lang LaSalle, the world’s largest commercial real estate services provider, has been at the forefront of redefining what it means to be the global leader in providing commercial real estate services. The company was established in 1918, after acquiring a series of investment banks in Europe and America. Jones Lang LaSalle is today known for its strong focus on the customer experience. The company believes that redefining its culture for a customer-focused approach was not a matter of choice but a necessary consequence of the challeng
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As global recession is a constant and constant threat to every organization, reorganization is crucial for survival and growth of any firm. In the current economic climate, Jones Lang LaSalle is a company that is making moves to survive this recession. In 2004, it reported a 26% decline in revenues, and the recession continues to take a toll on the company. Since the recession is taking a toll on every company, it is necessary to understand how customers are now perceiving organizations
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As an author of this essay, I must admit that Jones Lang LaSalle’s reorganization plan is a smart business move. The company recognized that it had been overly transactional in the past, focusing too much on its back-end operations. To avoid that kind of mismanagement, this organization of real estate firms decided to create a new business segment – the Customer Experience Center (CEC) – to focus solely on serving their clients. The organization has identified some essential features that would drive growth for the CEC business. One of these is customer