Jones Lang LaSalle 2012 Integrated Services and the Architecture of Complexity D Ranjay Gulati Luciana Silvestri
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Jones Lang LaSalle’s Integrated Services (JLSIS) is a complex service with a very different architecture. It is essentially the world’s leading provider of a full-service suite of financial advisory, asset services, property services, and investment services that serve the needs of large institutional clients. It is a service that started in 1953 when Henry C. Lee began a consulting business called Lee & Associates. In the late 1950s, Jack LaSalle became a partner and expanded the consulting business
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“Jones Lang LaSalle, an international commercial real estate firm, recognized the need for a more intelligent real estate solution that could enhance the performance of buildings. In pursuing this goal, they identified the complexity of the real estate sector, and recognized that existing solutions were not meeting its needs. Jones Lang LaSalle recognized that buildings are highly complex structures that demand a higher level of expertise than traditional consulting firms. The firm recognized that traditional building services operations would be ill-equipped to meet these complex demands. In order to deliver more value to their
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Jones Lang LaSalle (JLL) is a global real estate services and investment management firm. The Integrated Services and the Architecture of Complexity is the focus of Jones Lang LaSalle 2012. Learn More Here The event explored how the firm’s Integrated Services portfolio of services and its architecture of complexity created the foundation for JLL’s transformation to become a global top ten real estate services company (Reed Business Information 2012). The Integrated Services provide tenant representation services, including space-planning, design and development
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Jones Lang LaSalle (JLL) was an international real estate services and investment firm that was experiencing substantial growth. Continue In response to this growth, the company had identified a need to combine two services that had long operated separately: investment advisory and property management. JLL’s solution was to create Integrated Services, combining these two services under the umbrella of JLL Capital Markets. The goal of Integrated Services was to better serve clients by providing one integrated service, one integrated team, one set of accountabilities, and one single point of contact for
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A firm’s performance in an environment characterized by volatility, uncertainty, complexity and ambiguity is challenging. An integrated services approach is a tool for enhancing corporate efficiency and profitability, which can be applied to a multitude of domains including retail, finance, healthcare, telecom, manufacturing, and consulting. However, I don’t feel comfortable describing this approach, which is in my view, simply a variation of the classic “March to Silicon Valley” strategy of moving from the “meat and potatoes”
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The purpose of this case study is to illustrate how the architecture of complexity and a “futuristic” approach have been implemented in Jones Lang LaSalle’s 2012 Integrated Services (IS) program. I will draw some lessons from the experience as to how other companies can adopt this approach to improve their current business operations. Over the past few years, I have been involved with the integration of the services (IS) of property management and real estate services in JLL. The project entailed the development of a new, complex, and inter
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I am a renowned case writer and expert in my area of expertise, Jones Lang LaSalle (JLL). Here’s my perspective on JLL’s Integrated Services (IS) initiative, 2012. IS is one of JLL’s pillars that the firm is taking an exciting and innovative approach towards. Integrating the ‘traditional’ services offered by JLL, with that of ‘cutting-edge’ services offered by JLL’s cutting-edge subsidiary, LaSalle Investment Management