With such disruptions comes fierce competition, but as Denis explains in the article, the depth of talent that Lendlease has access to in local markets directly translates to success in those regions: “You’ve got to know which side of the street is the better side of the street, you have to know where the bodies are buried, figuratively speaking. You can’t be a fly-in, fly-out person. It’s all about getting the right local people and getting the right talent locally.” The article goes on to identify this regional success, mentioning both 1 Java in Brooklyn, New York, as well as our overall success in multi-family housing across the U.S.
In referencing these ‘wins’, as well as our successful partnership with Google, the article quickly segues to the larger issue of restructuring, explaining how Lendlease’s restructure aims to empower the regions to have more autonomy and accountability moving forward: “When we’ve got so much investment in other regions, we need to move from being an Australian business that has international operations, to becoming a global business that has Australian heritage. It’s about putting more empowerment back into the four regions to say, right, you’re accountable now for a lot of the decisions in your region.”
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