The Lawyer Asia Pacific 150 is the only research report to provide a ranking of the top 100 independent local firms and top 50 global firms in the region. The report offers critical review of some of the fastest growing firms and their strategies, a country-by-country guide to leading legal advisers and legal services market trends, plus exclusive insight into the current business development opportunities in the Asia Pacific. Read more
This year, The Lawyer’s annual ranking of the largest UK law firms by turnover is available as an interactive, digital benchmarking tool. For the first time this will allow you to manipulate each data set against the metrics of your choice.
This week's publication of The Lawyer US Top 50 ruffled a few feathers in New York.
There were the firms that didn't make it. There were the firms that didn't do too well (let's face it, no-one likes to be reminded that they're having a tough time).
And then there were the market watchers who argued that ranking firms by revenue is simply not the way to go. What we should look at is profit. That's what counts over here.
"DLA Piper is one of a number of firms that have grown very big, not understanding the difference between revenue and profit," says one New York recruiter, who then throws Greenberg Traurig and Reed Smith into the mix for good measure.
Something tells me Nigel Knowles, or for that matter Cesar Alvarez and Greg Jordan do understand the difference.
The recruiter's point is that these firms have a lot of lawyers and a lot of revenue but don't quite get what makes New York firms tick.
One word: profit. And to get it means staying up all night, busting a gut for the client. Culturally, argues the recruiter, this is still a style more akin to Wall St than St Paul's (or Leeds).