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Corporate Strategy: Case Studies

C/B/1996. Jones Lang LaSalle: Reorganizing around the Customer. Harvard Business School Case study analysis

WORDS:

3400

DATE:

2009

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39.99 GBP

This paper is analysing “Jones Lang LaSalle: Reorganizing around the Customer” case study by Gulati and Marshall. This writer of this paper considers if it better to build the new organisation on the existing foundations, or start anew? The essay also looks at how strong was the need to build up a geographical organisation, and in how many regions, could a leader like Riguardi be found in every market and if JLL pursued this goal, should it be done by acquisition or organically? It also asks how important was ongoing service-offering excellence going to be in the future, and which proposal provided the greatest assurance for maintaining an adequate level? The writer also considers how either restructuring affect the morale of the organisation, especially those who had spent their careers within a single service business? Finally analysing how much organisational disruption was good for the firm and was this a good time for radical change? The second part of this essay focuses on how Roberts could best build on the momentum created by the 2001 restructuring and At what point would the “internal noise” of restructuring distract managers from their true task of serving their customers? Because the firm’s goal was to produce an outward-oriented organisation, Roberts did not want the process of restructuring to have the unintended consequence of focusing the organisation’s attention inward.

KEYWORDS: Jones Lang LaSalle, customer strategy, Harvard case study, Gulati, Marshall, reorganising,