19 ASIAN LEGAL BUSINESS CHINA • 亚洲法律杂志-中国版 WWW.LEGALBUSINESSONLINE.COM/CHINA BROUGHT TO YOU BY HYLANDS LAW FIRM 蒋琪 北京浩天律师事务所全国董事局主席 jiangqi@hylandslaw.com A full-service firm with a global presence and a large team of professionals, Beijing Hylands Law Firm achieved rapid growth in the past year thanks to internal governance and innovation. Jiang Qi, Chairman of Hylands’ National Board of Directors, shares with ALB the highlights of and drivers behind such growth. ALB: How has Hylands managed to achieve sustained growth and development in the past two years? Jiang: Since last year, the global economic recession, the power play between China and the United States, the Russia-Ukraine conflict as well as the pandemic have collectively resulted in a period of relative stagnation for the Chinese legal services industry, causing revenue of the whole industry to decline. However, Hylands has bucked the trend to grow national revenue by 5 percent last year. Although data for the first half of this year are not yet out, my prediction is for a 10 percent increase in revenue. I think there are mainly two reasons for such sustained growth. First, Hylands has further stepped up its organizational capability building by focusing on the middle office. Traditionally, law firms generally do not have a middle office, and the front end will directly work with the back office, resulting in the absence of a middle office with organizational capabilities. In the past one year and a half, Hylands built “version 1.0” of our middle office, and set up five departments of bidding management, client service, case management, brand management and risk management, to support the organizational capability building of the entire firm. Second, Hylands has taken its client-centric brand building activities to a new level. We were the first to propose that brand promotion should be client-oriented and that all brand promotion activities should be carried out by centering around clients. At the beginning of this year, we unveiled our slogan “make Hylands move”, greatly increased the number of various online and offline academic activities, and actively participated in media events to raise our profile on many new legal media platforms. In the first half of this year, we also established the Hylands Research Institute with the aim to build a R&D-driven firm, and will gradually publish research results in the second half of the year. Our peers have commented that Hylands has changed from being “low-key” to high-profile and aggressive. I think this is a fair assessment. Our status and image in the legal services industry have indeed been established. ALB: Could you share with us Hylands’ management model? Jiang: Hylands has a large team and aims for moderate upscaling. We adopt the management mode of “discussion, decision-making, execution and supervision”, and this model is currently working well. For “discussion”, we have the National Congress of Partner Representatives which will be convened twice a year to discuss major matters of the firm. In terms of “decision-making”, we have the National Board of Directors which currently has 13 members who are responsible for setting rules and making decisions on national management. To “execute” decisions, we have the Beijing Management Committee, which currently has 16 members, to act as the executive body to implement the decisions of the National Board of Directors. Finally, “supervision” is carried out by our 10-member National Board of Supervisors which supervises national management matters, partners’ practices, and the implementation of decisions by local offices. ALB: High-end commercial law is a major practice area of Hylands. Could you share with us the firm’s development in this area? Jiang: Hylands is a leading dispute resolution firm, and high-end commercial dispute resolution is our “crown jewel”. In 2021, we established a robust commercial law practice framework comprising eight industry committees and 12 specialization committees. This year, we added three specialization committees, namely international investment, “Carbon Peak, Carbon Neutral” and ESG, and anti-monopoly and competition, further completing the picture. CIETAC will hold an arbitration week this September. As a leading commercial dispute resolution firm, Hylands is a partner-level sponsor of CIETAC and will host relevant activities, which is reflective of our resolve to strengthen high-end commercial law practice. Going forward, we will maintain our advantages in commercial dispute resolution while vigorously growing non-litigation practice, so as to be strong in both contentious and non-contentious fields. 专浩天访组北织京力浩与天品律牌师力事稳务步所提全升国董事局主席蒋琪律师： Interview with Jiang Qi, Chairman of the National Board of Directors of Beijing Hylands Law Firm:Steady Improvement in Hylands’ Organizational Capabilities and Brand Influence 北京浩天律师事务所是一家布局全球、专业人士队伍庞大 的规模型综合律所，过去一年，凭借内部治理和创新取得了高速 发展。浩天全国董事局主席蒋琪律师向ALB分享了持续成长的 亮点和动因。 ALB：近两年，浩天如何实现持续的成长和发展？ 蒋琪律师：去年来，全球经济的衰退、中美博弈、俄乌冲突、疫情 导致了中国律师业进入一个相对停滞的发展时代，整体收费有 所下滑。但浩天实现了“逆势飞扬”，去年的全国营收增长5%， 今年上半年的数据还未出炉，据我判断会有10%的增长。能够 实现逆势、持续的增长，我认为有两点原因： 一是浩天以中台为核心的组织力建设得到进一步提升。传 统律所一般没有中台，基本上前台直接对接后台，缺少一个有组 织力的中台。过去的一年半里，浩天搭建了中台“1.0版本”，设立 了投标管理、客户服务、案件管理、品牌管理、风险管理五个部 门，支撑起了整个所的组织力建设。 二是浩天以客户为中心的品牌建设上升到新高度。浩天率 先提出品牌宣传应以客户为中心，一切品牌宣传活动都围绕客 户展开。今年初，我们提出了“让浩天动起来”的口号，大幅增加 线上线下的各类学术活动，积极参加相关媒体活动，提高在多家 法律新媒体平台的曝光度。上半年，我们还成立了浩天研究院， 致力于打造研发驱动型的律所，下半年会陆续释放研究成果。 浩天已经从“低调奢华”转变为高调进取，这是同行给我们 的评价，我认为这符合实际，浩天在法律界的地位和形象已经确 立起来了。 ALB：请您介绍一下浩天的管理模式。 蒋律师：浩天是一家队伍庞大、适度规模化的律所，以“议、决、 行、监”的管理方式运转，目前状况良好。“议”的层面，浩天设置 了全国合伙人代表大会，进行律所重大事项的讨论，每年召开两 次大会；“决”的层面，浩天采取全国董事局制度，目前有13名董 事局成员，对浩天的全国性管理事务进行立法、决策；“行”的层 面，北京管委会担任执行机构，实施和执行全国董事局的决定， 目前有16名成员；“监”的责任，由浩天的全国监事会承担，共10 名成员，对全国管理事务、合伙人执业行为、各地办公室履行决 议等进行监督。 ALB：高端商事业务是浩天的一大特色，请介绍一下浩天在这方 面的发展？ 蒋律师：浩天是争议解决业务领先的律所，而高端商事争议解决 是浩天“皇冠上的明珠”。2021年，浩天建立了包括八大行业委 员会和十二大专业委员会的门类齐全的商事业务体系，今年又 增加了国际投资法、双碳及ESG、反垄断与竞争这三个专业委员 会，布局更加丰满了。 今年9月，中国贸仲委将举办仲裁周活动，浩天作为商事争 议解决的领先律所，是贸仲委合作伙伴级的赞助商，将承办相关 活动，这体现了浩天做强高端商事业务的决心。未来，我们将保 持商事争议解决的优势，并大力发展非诉业务，做到诉讼和非诉 并举。
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