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This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between...

This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2005 and 2008. Having dismantled its long-standing service-line-oriented structure, JLL created two interdependent groups: Accounts and Markets. Accounts housed account managers who served JLL's corporate clients. Markets housed brokers specialized in a certain geography. JLL helped drive integration between Accounts and Markets by emphasizing work at the "intersections" between both groups, i.e., instances that required combining both groups' resources. By 2008, however, JLL was facing challenges associated with harnessing the potential of this new structure. There was more growth that could be obtained from penetrating local markets, and top management wondered how to best strengthen their brokerage team. The acquisition of Spaulding and Slye, a renowned Boston-based firm, provided instant growth in some key markets, but organic growth was harder to achieve. While the industry paid brokers with a commission model, JLL did so with a salary and bonus model that aligned well with JLL's culture but proved unattractive to new recruits. America's CEO Peter Roberts outlines the alternatives JLL analyzed as they considered how to strengthen the organization while maintaining its values and integrity. This case is the third in a case series that also comprises cases A, B, and D, and collectively covers JLL's evolution between the years 1999 and 2012....

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This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced at...

This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced at the turn of the millennium. Until then, JLL sold piecemeal commercial real estate services to its corporate clients, who maintained relationships with a variety of vendors. In 2000, JLL's large corporate clients started globalizing their activities and seeking to outsource their real estate needs. They were looking for integrated solutions delivered through a single point of contact, and they cut their providers to a few strategic vendors. JLL's organizational structure, configured around largely autonomous service lines, was not well suited to supporting the development of integrated services. Executive Peter Barge is put in charge of a new team, called Corporate Solutions, whose mission was to draw connections between the service lines in order to foster integration. How should Barge structure Corporate Solutions to make sure it succeeds in its mission? And how should he configure the group's ties to the service lines to ensure their collaboration? The retention of JLL's most profitable clients was at stake. This case is the first in a case series that comprises cases B, C, and D, and collectively covers JLL's evolution between the years 1999 and 2012....

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This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between...

This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2008 and 2012. In 2008, in order to strengthen the firm's brokerage team, JLL merged with The Staubach Company, a real estate services provider with a first-rate brokerage team and great cultural fit with JLL. Staubach paid its brokers with a commission model, which accelerated JLL's decision to let go of its long-standing salary and bonus approach. The merger also surfaced two interesting business opportunities. First, local brokers were now empowered and motivated to open up their client relationships to the rest of the company, growing their business from just local transactions to the full array of services JLL provided. Second, local brokers became aware of a great number of mid-sized clients whose real estate needs were not as sophisticated as those of large corporate accounts but who required multi-service solutions in selected geographies. JLL thus created a group called Markets Corporate Solutions, which specifically targeted mid-sized clients. Toward 2012, with its organizational structure expanding to tackle opportunities for multiple types of clients in a myriad of geographies, JLL was facing challenges associated with managing internal and external complexity. America's CEO Peter Roberts outlines the opportunities and challenges that lied ahead for JLL. This is the final case in a series that also comprises cases A, B, and C, and collectively covers JLL's evolution between the years 1999 and 2012....

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This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between...

This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2001 and 2005. Faced with the need to deliver integrated services to corporate clients in 2001, JLL created Corporate Solutions, a group that aimed to draw connections between JLL's semi-autonomous service lines. Despite initial success, by 2005 the group was finding it challenging to foster integration. Account managers and service line leaders clashed as decision-making power, pay and incentives, and clout were altered and redistributed. JLL realized that its organizational structure was hindering the firm in achieving key strategic goals, such as rapid scalability of corporate accounts and effective local market penetration. America's CEO Peter Roberts outlines the alternatives JLL's top management analyzed as they considered how to move the organization forward. This case is the second in a case series that also comprises cases A, C, and D, and collectively covers JLL's evolution between the years 1999 and 2012....

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El caso cuenta la historia del Grupo Luis de Lezama, desde la fundación de su primer restaurante, la...

El caso cuenta la historia del Grupo Luis de Lezama, desde la fundación de su primer restaurante, la Taberna del Alabardero, hasta la actualidad. También aborda los retos presentes, entre otros, la consolidación del negocio en un periodo crítico y la diversificación emprendida en otros ámbitos del quehacer humano....

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Hasta ahora se han hecho muchas valoraciones de los aspectos macroeconómicos que nos han conducido a...

Hasta ahora se han hecho muchas valoraciones de los aspectos macroeconómicos que nos han conducido a la crisis financiera. En este número de IESE Insight ofrecemos una visión empresarial del asunto. José Manuel Campa propone una serie de actitudes y principios que los directores financieros deberían adoptar para devolver sus cuentas al buen camino y contribuir a evitar una próxima crisis. Juan Almandoz extrae algunas lecciones de la banca comunitaria estadounidense que nos recuerdan la necesidad de conciliar la misión con las necesidades de los clientes y pensar en el largo plazo. Por su parte, Mireia Giné argumenta que el voto consultivo puede ser una buena manera de reforzar el gobierno corporativo y la rendición de cuentas en las empresas, y sopesa el tiempo y los costes de estas políticas. Fabrizio Ferraro analiza por qué está creciendo la inversión responsable, abordando los factores de éxito y los retos que afrontan los directivos que integran estas prácticas en sus instituciones. Pablo Sagnier y Luis Baón, de Egon Zehnder, apuntan las competencias que necesitan los directores financieros para enfrentarse a las nuevas demandas que se ciernen sobre ellos. Paddy Miller y Thomas Wedell-Wedellsborg presentan cinco comportamientos clave para hacer que la innovación se convierta en algo habitual en la empresa. Erran Carmel explica cómo pueden mitigar las empresas los problemas de las diferencias horarias y geográficas en equipos dispersos globalmente, y convertirlos en una ventaja competitiva. Además, entrevista con el CEO de Bimbo, Daniel Servitje; el caso Haier, en el que tres ejecutivos internacionales aportan su visión de cómo entrar en el mercado japonés; y consejos sobre el arte de convencer....

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Fostering innovation is not just about getting people to think differently. If you want to make innovation...

Fostering innovation is not just about getting people to think differently. If you want to make innovation happen, you need to change the way people act or behave in their daily work. And the best way to do that is to change the environment they work in. This article will help managers take a new approach to the leadership role and think differently about how to foster innovation in their companies. The authors present five key behaviors, which they believe companies ought to foster in their employees. However, these are not enough on their own: A final piece of the innovation puzzle is to leverage the power of personal motivation, to get people to persist in these behaviors, making them an ingrained part of what they do. Only then can leaders make innovation happen in their everyday business....

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Todas las organizaciones tienen algún tipo de lógica institucional que define lo que se da por supuesto...

Todas las organizaciones tienen algún tipo de lógica institucional que define lo que se da por supuesto o qué comportamiento es el correcto en una determinada situación. En la mayoría de bancos suele ser la maximización del beneficio, una lógica que atiende los intereses de los accionistas pero que llevada al extremo puede tener consecuencias calamitosas. El autor ha investigado tanto la banca comunitaria, centrada en las necesidades de las comunidades locales, como la verde en Estados Unidos. Uno de sus hallazgos es que cuantos más consejeros con experiencia en banca y finanzas participan en su fundación más se apartan del compromiso de maximizar el objetivo social. Ahora que el sector financiero intenta redimirse de la imprudencia y mala gestión que desestabilizaron la economía, las lecciones de este artículo son especialmente oportunas. Además, pueden orientar a todas aquellas empresas que quieran reconciliar su misión con las necesidades de sus clientes y comunidades....

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All organizations have some form of institutional logic defining what is taken for granted and what is...

All organizations have some form of institutional logic defining what is taken for granted and what is appropriate or legitimate behavior. Most banks, for example, tend to be driven by a financial logic focused on profit maximization, which has served shareholders well, but if taken to the extreme, can lead to damaging consequences, as evidenced by the crisis. Drawing on extensive research the author has conducted into community and green banking start-ups in the United States, Almandoz finds that the greater the proportion of founding directors with financial and banking experience, the more likely those founding teams are to pursue profit-maximizing goals rather than demonstrate a meaningful commitment to a community; they hesitate more in their commitment to start a bank, as well as abandon the team for self-interested reasons. As banks seek to redeem themselves in light of the reckless mismanagement that destabilized the entire global economy, the author draws out several lessons for creating a new community bank, which serve as useful reminders for any business seeking to reconcile its mission with the needs of customers, while also reconnecting with communities in vital and lasting ways....

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José M. Campa proposes the essential attitudes and principles that finance sector professionals must...

José M. Campa proposes the essential attitudes and principles that finance sector professionals must adopt, and the actions to go along with them, to get corporate finance back on track. Juan Almandoz draws out several lessons for creating a new community bank, which serve as useful reminders for any business seeking to reconcile its mission with the needs of customers, while also reconnecting with communities in vital and lasting ways. Mireia Giné argues that Say-on-Pay can be an effective way for strengthening corporate governance and accountability within the firm, outweighing the time and costs such policies require. Fabrizio Ferraro identifies some of the key drivers and the challenges that responsible investment poses to investors and managers as they try to take this novel field and embed it into their institutional practices. Pablo Sagnier and Luis Baón of Egon Zehnder list the competencies needed for CFOs to meet the new demands being placed on them. Paddy Miller and Thomas Wedell-Wedellsborg present five key behaviors, which they believe companies ought to foster in their employees to make innovation happen in their everyday business. Erran Carmel of Kogod School of Business explains how companies can not only mitigate the time zone problem of geographically and chronologically dispersed teams, but can use it as a source of competitive advantage. CEO Daniel Servitje reveals the ingredients of how Grupo Bimbo has managed to become the largest baking company in the world. Three executives suggest how Haier can break into the Japanese market in its drive to be the No. 1 home appliances brand in the world. And lessons from lobbyists on the art of persuasion....

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The upheaval in the world of corporate finance brought on by the global financial crisis is transforming...

The upheaval in the world of corporate finance brought on by the global financial crisis is transforming the role of the CFO, who is assuming bigger responsibilities to deal with the changes taking place inside and outside of companies. Based on a series of panel discussions held with the heads of finance from large global corporations representing various industries, the authors identify the new profiles and functions that are emerging for the new breed of CFO. No longer confined to CAPEX decisions, CFOs are becoming highly sought after for their advice on areas not traditionally considered to be part of their job description, including investor relations and building confidence with employees and other stakeholders. Having enlarged their remit, CFOs are the ones whom others go to for answers and guidance on matters beyond financial concerns. This article lists the greater competencies needed for CFOs to meet the new demands being placed on them....

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La reorganización que viven las finanzas desde la crisis de 2008 afecta también al papel de los CFO,...

La reorganización que viven las finanzas desde la crisis de 2008 afecta también al papel de los CFO, que están ampliando sus responsabilidades. A partir de una serie de reuniones con directores financieros de grandes empresas, los autores dibujan su nuevo perfil y funciones. El director financiero ya no solo participa en las decisiones de gasto, sino que el CEO también busca su consejo y visión, ya que su nivel de comprensión del negocio ha crecido exponencialmente. Además, ahora el CFO tiene que relacionarse con inversores, empleados y otros grupos de interés para transmitir confianza dentro y fuera de la organización....

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Para que la innovación sea un hecho no solo hay que cambiar la mentalidad de los empleados, sino también...

Para que la innovación sea un hecho no solo hay que cambiar la mentalidad de los empleados, sino también su comportamiento. ¿Cómo? Cambiando el entorno de trabajo. Este artículo pretende ayudar a los directivos a mirar con otros ojos el papel del liderazgo en el fomento de la innovación. A partir de su colaboración con distintas empresas, los autores presentan cinco tipos de comportamiento clave que las organizaciones deberían alentar en su seno. Pero estos no bastan. La pieza final del puzle es la fuerza de la motivación personal, es decir, inculcar esos comportamientos en los empleados para que los sientan como una parte integral de su trabajo. Solo entonces los líderes podrán ver florecer la innovación en el día a día de sus empresas....

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OrganJet and GuardianWings...

OrganJet and GuardianWings...

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Individuals who belong to a family that owns a business are faced with a choice: whether or not to participate...

Individuals who belong to a family that owns a business are faced with a choice: whether or not to participate in the family business project. Family members who do wish to be involved become committed shareholders. Some family members may decide not to participate in the family business. No one can force them to become shareholders. Likewise, if they are already shareholders, no one can force them to participate in how the business develops. Even family members who are handed down shares in a business, or an entire business, through an inheritance are not obligated to accept them. An inheritance can always be refused. This attitude is based on an individual's freedom to determine the direction that his or her life will take....

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