JLL

Jones Lang LaSalle (JLL), one of the world's largest commercial real estate services companies with approximately $20.9 billion in revenue (2022) and over 100,000 employees, provides integrated facilities management (IFM) services to corporate clients. JLL's Work Dynamics division, which manages over 5 billion square feet of space globally, traditionally organized its facilities management teams by function — separate teams for maintenance, janitorial, security, sustainability, and workplace experience at each client site. This functional siloing created accountability gaps: when a conference room was unavailable due to an HVAC issue, three different teams (maintenance, workplace experience, and client relations) might be involved with no single owner of the resolution. Client satisfaction surveys consistently flagged slow response times and poor coordination between functional teams.

Between 2021 and 2023, JLL restructured its facilities management delivery model around integrated site teams:

• Single-point accountability: Replaced functional team structures at client sites with integrated facility management teams led by a single site director accountable for all service delivery. Each site director owned maintenance, janitorial, workplace experience, and sustainability outcomes, eliminating the coordination overhead between separate functional managers.
• Cross-functional training: Trained facilities team members in multiple disciplines, creating multi-skilled technicians who could handle routine maintenance, workplace setup, and basic troubleshooting rather than waiting for specialized teams. This reduced response times for common issues from hours to minutes.
• Client-embedded operating model: Embedded JLL team members within client organizations rather than operating as a separate vendor, fostering direct relationships between JLL staff and client stakeholders. Embedded teams participated in client planning meetings, enabling proactive rather than reactive facility management.
• JLL Technologies platform: Deployed JLL's proprietary workplace technology platform (including the IntelliCommand management system) across client sites, providing real-time visibility into space utilization, work order status, and energy consumption. The platform enabled data-driven staffing and resource allocation decisions.
• Performance-linked contracts: Restructured client contracts around outcome-based KPIs (occupant satisfaction, response times, energy efficiency, space utilization) rather than input-based metrics (headcount, hours), aligning JLL's team structure with client-valued outcomes.

• Client satisfaction improvement: Integrated team structures and single-point accountability improved client satisfaction scores as coordination gaps were eliminated.
• Response time reduction: Cross-functional training and multi-skilled technicians reduced average response times for facility issues, improving occupant experience.
• Work Dynamics revenue growth: JLL's Work Dynamics segment revenue grew strongly during the period, driven partly by the integrated model's competitive advantage in winning and retaining large IFM contracts.
• Staff utilization: Multi-skilled team members achieved higher utilization rates than single-function specialists, reducing the total headcount needed per managed facility.
• Contract retention: The outcome-based operating model and client-embedded approach improved contract renewal rates, reducing the revenue volatility of client turnover.
• Timeframe: Integrated team model deployed across major client sites over 2021-2023.

• JLL Technologies investment ($300M+ over 3 years) provided the data platform needed to manage integrated teams effectively and measure outcome-based performance
• JLL's global scale provided sufficient career pathways for cross-trained technicians, reducing turnover risk from the skills transformation
• Post-COVID return-to-office dynamics created urgent client demand for proactive workplace management, making the integrated model immediately relevant
• CEO Christian Ulbrich's emphasis on technology-enabled services provided executive sponsorship for the organizational transformation