Anli Partners

1)      What do you see as the main points that differentiate Anli Partners from your competitors? 最根本的差异化在于组织模式。安理和中国绝大多数律所一样，也是从提成制走过来的——提成制在行业发展初期极大激发了律师的积极性，至今仍是全国绝大多数律所的基础分配制度，安理深知其特点与价值。但随着客户需求日益复杂、专业化分工不断深化，提成制下团队案源自留、各自为战的模式，在跨领域协作和资源整合方面逐渐显现局限。基于这一判断，安理从2016年开始试点、2020年全面开启律所管理的一体化改革。这在中国的律所生态里是一条少有人走的路，因为它触及利益分配这个最敏感的神经；但我们相信，只有打破内部壁垒，专业化才能真正落地。 如今安理有20余个专业中心，既覆盖争议解决、资本市场、知识产权等传统优势领域，也布局了新能源、汽车、数据合规、ESG、AI等新兴赛道；2024年，合伙人之间合作产生的收入已占总收入的65%。这意味着客户委托的不再是某个律师，而是整个律所的专业体系——这正是传统提成制所无法提供的。 除此之外，我们把“服务有品质、合伙有奔头、青年有希望”作为好所的标准：全所服务水准统一，客户对接任何一位律师都能获得一致的高质量服务；客户资源沉淀在平台而非个人身上，合作关系可以跨代延续。同时，我们依托东京、北美、香港等网络推进国际化，2026年还设立了香港联营办公室，服务中国企业出海与外资进入中国。 2)      Which practices do you see growing in the next 12 months? What are the drivers behind that? 我认为有六个方向会越来越普及。第一是AI驱动的智能法律工具——法律检索、合同审查、文书生成、案情研判正在被AI重构，人机协同成为常态，AI正从辅助工具走向业务工作流。第二是替代性法律服务，全球市场数据显示，ALSP市场2026年约248亿美元，年复合增速超过12%，订阅制、结果导向等非计时收费模式快速增长。第三是涉外出海服务——随着中国企业加速全球化，新修订的律师法明确支持涉外法律服务业，跨境投资、涉外争议、涉外知识产权需求持续扩大。第四是合规与ESG，技术竞争加剧使合规从风险规避升级为企业战略决策的前提，全国碳市场和碳金融也催生大量新业务。第五是数据保护与网络安全，个人信息保护、数据跨境、数据要素流通的需求正沿多个维度并进。第六是破产重整，破产法修订推进，困境企业拯救成为刚需。 把这些趋势浓缩一下，背后是三股力量的叠加：技术让服务方式改变，政策打开制度空间，而企业需求从“解决个案”进化为“立体防控”——全地域、全对象、全周期、全方案的法律保障——是这一切的根本牵引。显然谁先回应这种需求升级，谁就更容易拿到下一轮竞争的入场券。 3)      What's the main change you've made in the firm that will benefit clients? 如果要选一个，那就是从提成制转向全所一体化。表面上看这是管理制度变革，本质上它改变了客户与律所的关系。 过去，客户委托一位律师，服务质量取决于这位律师的个人水平；现在，客户面对的是整个律所的专业体系——从设立投融资、合规建设、并购重组，到危机处置、破产重整、跨境出海，我们可以按企业发展的不同阶段匹配专业力量，实现“一个对接入口，调动全所能力”。 一体化还带来三样客户能直接感知的东西。一是服务品质的稳定；二是知识共享带来的效率；三是关系的长期性：客户资源沉淀在平台而非个人，资深合伙人可以平稳交接给中青年骨干，客户不必担心“律师离开、服务断档”。 最有力的证明来自市场：一体化改革（2020年-2025年）以来，一体化办公室新增客户4827家；一些央企国企的常年服务期内，我们从未从它们的入库名单中消失。客户用续约投票，这是我们最看重的评价。 4)      Is technology changing the way you interact with your clients, and the services you can provide them? 互动方式上，最明显的变化是从“预约面谈”到“随时在线”——中国公共法律服务平台已经出现“AI律师先行、人工兜底”的双轨模式，客户几分钟内就能拿到初步法律意见，复杂问题再转人工。服务过程也从不透明走向全程可视，案件管理系统让客户能跟踪进展。定价模式同样在变，计时收费的垄断地位正在被订阅制和结果导向模式挑战。 服务能力方面，科技的贡献是量级的：类案检索从人工翻纸质案卷变为智能系统秒级完成，文书起草、合同审查效率大幅提升，AI工具甚至覆盖从接案到结案的全流程。我们内部有一句话：技术不是替代律师，而是解放律师——让律师把精力放在需要专业判断的核心工作上。 安理把“数字赋能”列为三大战略支点之一，在保证客户信息安全的前提下，与飞书合作打造All in One的一体化智能管理平台，以系统贯通流程、以数据支撑决策。但我要同时强调：法律服务终究是信任生意，AI改变的是交付方式，不是律师的判断责任。越是AI普及，专业门槛越高，客户对“能看懂业务、能陪跑战略”的律师的需求反而更强。 5)      Can you give us a practical example of how you have helped a client to add value to their business? 我想举一个最能说明问题的案例。我们曾为一家头部互联网企业提供服务，其消费业务横跨多个区域。在传统模式下，这类业务通常由总部团队集中承办，成本高、响应慢；依托一体化机制，我们把业务分配至杭州、深圳、昆明三个办公室协同承接——既契合本地成本优势，又提升服务效能。客户获得的是更优的价格与更快的响应，而质量由全所统一标准兜底。 更关键的机制在于跨专业协同：客户的知产、劳动、投融资、跨境合规等需求，会被精准对接到相应的专业中心，由多位专业律师组成综合团队共同服务，真正实现“一家客户，共同维护”。另一个例子在汽车业务领域：我们的汽车专业中心联合知识产权、数据合规、国际业务等多个中心，共同为多家头部车企提供跨领域一体化法律服务，并搭建了覆盖十余个国家的汽车律师合作网络。 这些案例背后是同一套制度逻辑：一体化分配让合伙人愿意把非擅长的业务移交专业中心，业务归集让最专业的人做最专业的事,客户是最终的受益者。 6)      Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? 这是行业正在发生的根本变化。越来越多的客户开始把律所的治理模式作为合作判断标准——他们想要的不仅是一个能打赢官司的律师，更是一个制度稳定、值得长期托付的组织。客户的需求已经从“解决一个案子”进化为“防御一片风险”，期待律所成为复合型、陪伴式的战略伙伴。这恰恰是一体化改革的方向：让客户信任的对象，从个人升级为组织。 关于三年后的安理，我的判断是：一体化将进入成熟收获期。我们以十年周期推进一体化，2025年完成了管委会换届，75后成为核心力量；到2029年，制度自洽与代际传承将基本完成——即使创始一代退场，律所仍能稳定运转。专业上，20余个专业中心在新经济、新科技赛道的深耕，会兑现为细分领域的专业名片。 当然，行业集中度在提升，头部律所垄断高端案源，竞争压力客观存在。三年后安理更可能的图景，是成为高端商事综合所中组织力很稳、成长很快的那一档——而不是简单追求规模排位。 王清友 Qingyou Wang 安理律师事务所主任 Director of Anli Partners ·Vice-Chairman of All China Lawyers Association ·Vice-Chairman of Beijing Lawyers Association ·Member of Beijing Municipal Legal Expert Board ·Arbitrator of China International Economic and Trade Arbitration Commission ·Arbitrator, Beijing Arbitration Commission/Beijing International Arbitration Center ·Arbitrator of Shanghai International Arbitration Commission/Shanghai International Arbitration Center ·Arbitrator of Shanghai Arbitration Commission ·Arbitrator, Shenzhen Court of International Arbitration ·The 2nd President of Beijing Chaoyang District Lawyers Association ·Representative of the 16th People's Congress of Beijing ·Representative of the 16th and 17th People's Congresses of Beijing Chaoyang District ·Member of the Standing Committee of the 16th People's Congress of Beijing Chaoyang District ·Fourth Standing Vice-chairman of Beijing Alumni Association of China University of Political Science & Law 更多王清友律师简历请查看安理官网：https://www.anlilaw.com/100043/614

1)      What do you see as the main points that differentiate Anli Partners from your competitors? The most fundamental differentiation lies in our organizational model. Like the majority of Chinese law firms, Anli Partners started with a commission-based ("eat-what-you-kill") system — a model that greatly energized lawyers in the industry's early days and remains the basic compensation structure at most firms nationwide. We understand its strengths and value well. However, as client demands become increasingly complex and specialization deepens, the commission model — where teams keep client relationships to themselves and operate in silos — has revealed clear limitations in cross-practice collaboration and resource integration. Based on this assessment, Anli began piloting integrated management in 2016 and launched an integrated reform in 2020. This is a road less traveled in China's law firm ecosystem, because it touches the most sensitive nerve of all — profit distribution. But we believe that only by breaking down internal barriers can specialization truly take root. Today, Anli operates over 20 practice centers, covering traditional strengths such as dispute resolution, capital markets, and intellectual property, while also building a presence in emerging sectors including new energy, automotive, data compliance, ESG, and AI legal affairs. In 2024, inter-partner collaborative revenue accounted for 65% of total firm revenue. This means clients are no longer retaining an individual lawyer — they are retaining the firm's entire professional system, something a traditional commission model simply cannot deliver. Beyond this, we define a great firm by three standards: quality service to clients, a true partnership for partners, and promising future for young lawyers. Service standards are uniform across the firm, so clients receive consistently high-quality work regardless of which lawyer they engage. Client relationships reside on the platform rather than with individuals, enabling cross-generational continuity. This might be a common practice for law firms’ management in many jurisdictions but still under internal discussion among 95% of Chinese law firms. We are also advancing internationalization through our networks in Tokyo, North America, and Hong Kong — including the establishment of our Hong Kong associated office in 2026 — to serve Chinese companies going global and foreign investment entering China. 2)      Which practices do you see growing in the next 12 months? What are the drivers behind that? I see six directions gaining momentum. First, AI-powered legal tools — legal research, contract review, document generation, and case assessment are being reshaped by AI; human-AI collaboration is becoming the norm, and AI is moving from an auxiliary role into the workflow itself. Second, alternative legal services — global market data indicate the ALSP market will reach approximately USD 24.8 billion in 2026, with a CAGR exceeding 12%, while non-hourly billing models such as subscription-based and outcome-based pricing are growing rapidly. Third, cross-border and outbound services — as Chinese companies accelerate globalization, China's newly revised Lawyers Law explicitly supports the foreign-related legal services sector, and demand for cross-border investment, foreign-related disputes, and international IP continues to expand. Fourth, compliance and ESG — intensifying technological competition has elevated compliance from risk avoidance to a prerequisite for strategic decision-making, while the national carbon market and carbon finance are generating substantial new work. Fifth, data protection and cybersecurity — demand for personal information protection, cross-border data transfer, and data element circulation are advancing on multiple fronts simultaneously. Sixth, bankruptcy and restructuring — as bankruptcy law reform progresses, rescuing distressed enterprises has become an urgent necessity. Distilled to its essence, these trends are driven by three converging forces: technology is changing how services are delivered, policy is opening institutional space, and corporate demand has evolved from "solving individual cases" to "comprehensive, multi-dimensional risk prevention" — legal protection across all jurisdictions, all relevant parties, all stages, and full-spectrum solutions. That is the fundamental pull. Clearly, whoever responds to this upgraded demand first will more easily secure a ticket for the next round of competition. 3)      What's the main change you've made in the firm that will benefit clients? If I had to pick one, it would be the shift from a commission model to firm-wide integration. On the surface, this is a management reform; while at its core, it has transformed the relationship between client and firm. Previously, when a client retained a lawyer, service quality depended on that individual's capability. Today, clients engage the firm's entire professional system — from incorporation, investment and financing, compliance system development, and M&A restructuring, to crisis management, reorganization, and cross-border expansion, and etc. We match professional expertise to each stage of a company's development, delivering "one entry point, full-firm capability." Integration also brings three things that clients can directly perceive: first, consistent service quality; second, efficiency through internal knowledge sharing; and third, long-term relationship continuity — clients relationships reside on the platform rather than with individuals, so senior partners can smoothly hand over to mid-career and junior colleagues, and clients need not worry about service disruption when a lawyer leaves. The most compelling evidence comes from the market: since the integration reform (2020–2025), our integrated offices have added 4,827 new clients. Clients vote with renewals — and that is the evaluation we value most. 4)      Is technology changing the way you interact with your clients, and the services you can provide them? In terms of interaction, the most visible shift is from "scheduled meetings" to "always-on access." China's public legal service platforms already operate a dual-track model of "AI lawyer first, human backup," where clients can obtain preliminary legal opinions within minutes and escalate complex matters to human lawyers. Service delivery has also moved from a lack of transparency to full-process visibility, with case management systems allowing clients to track progress in real time. Pricing models are likewise evolving — the monopoly of billable hours is being challenged by subscription and outcome-based approaches. In terms of service capability, technology's contribution is orders of magnitude: precedent research has shifted from manually flipping through paper case files to intelligent systems delivering results in seconds; document drafting and contract review efficiency has improved dramatically; and AI tools now span the entire lifecycle from case intake to closure. We have a saying internally: technology does not replace lawyers — it frees lawyers, allowing them to focus on the core work that demands professional judgment. Anli has designated "digital empowerment" as one of its three strategic pillars. While ensuring client information security, we have partnered with Feishu customized technology system to build an all-in-one intelligent management platform that uses systems to streamline workflows and data to support decision-making. That said, I must emphasize that legal services are ultimately a trust business. AI changes the delivery method, not the lawyer's responsibility for judgment. The more pervasive AI becomes, the higher the professional bar rises — and the stronger clients' demand becomes for lawyers who truly understand their business and can accompany them as long-term strategic partners. 5)      Can you give us a practical example of how you have helped a client to add value to their business? Let me share a case that best illustrates the point. We once served a leading internet company whose consumer business spanned multiple regions. Under a traditional model, such work would typically be handled centrally by the headquarters team — costly and slow to respond. Leveraging our integrated mechanism, we distributed the work across our Hangzhou, Shenzhen, and Kunming offices in a coordinated fashion — capturing local cost advantages while improving service efficiency. The client received better pricing and faster response times, with quality guaranteed by firm-wide uniform standards. The more critical mechanism is cross-practice collaboration: the client's IP, labor, investment and financing, and cross-border compliance needs are precisely routed to the corresponding practice centers, where multiple specialist lawyers form an integrated team to serve the client together — truly realizing "one client, collectively served." Another example is in the automotive sector: our Automotive Legal Affairs Center, working jointly with the IP, Data Compliance, and International Practice Centers, provides cross-domain integrated legal services to several leading automakers in China and has built a network of automotive lawyers covering more than ten countries for clients. Behind these cases lies the same institutional logic: the integrated allocation system makes partners willing to refer work outside their expertise to specialized centers, while business aggregation ensures that the most qualified people handle the most specialized work, and clients are the ultimate beneficiaries. 6)      Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? This is a fundamental shift underway in the industry. More and more clients are beginning to evaluate a firm's governance model as a criterion for engagement — they want not merely a lawyer who can win a case, but an organization that is institutionally stable and worthy of long-term trust. Client demand has evolved from "solving one case" to "defending an entire risk landscape," and they expect law firms to serve as comprehensive, long-term strategic partners. This is precisely the direction of our integration reform: upgrading the object of client trust from an individual to an organization. As for Anli in three years, my judgment is that integration will enter a mature harvest phase. We are advancing integration over a ten-year cycle. In 2025, we completed the transition of our management committee, with the post-1975 cohorts now forming the core leadership. By 2029, institutional self-consistency and intergenerational succession will be essentially complete — the firm will operate stably even as the founding generation steps back. Professionally, the focused development of our 20+ practice centers in new economy and new technology sectors will translate into recognized expertise and a strong reputation in niche fields. Of course, industry concentration is rising, with top firms monopolizing high-end mandates — competitive pressure is real. The more likely picture for Anli in three years is that we will be recognized among commercial full-service firms as belonging to the tier known for rock-solid organizational capability and rapid growth — rather than simply chasing scale rankings. 王清友 Qingyou Wang 安理律师事务所主任 Director of Anli Partners ·Vice-Chairman of All China Lawyers Association ·Vice-Chairman of Beijing Lawyers Association ·Member of Beijing Municipal Legal Expert Board ·Arbitrator of China International Economic and Trade Arbitration Commission ·Arbitrator, Beijing Arbitration Commission/Beijing International Arbitration Center ·Arbitrator of Shanghai International Arbitration Commission/Shanghai International Arbitration Center ·Arbitrator of Shanghai Arbitration Commission ·Arbitrator, Shenzhen Court of International Arbitration ·The 2nd President of Beijing Chaoyang District Lawyers Association ·Representative of the 16th People's Congress of Beijing ·Representative of the 16th and 17th People's Congresses of Beijing Chaoyang District ·Member of the Standing Committee of the 16th People's Congress of Beijing Chaoyang District ·Fourth Standing Vice-chairman of Beijing Alumni Association of China University of Political Science & Law 更多王清友律师简历请查看安理官网：https://www.anlilaw.com/100043/614