Rajah & Tann’s People, Process, Practice Focus Drives Growth
Rajah Tann’s focus on people, process, and practice drives their growth across Southeast Asia, as discussed in the recent interview with Managing P
Rajah & Tann’s Ng Kim Beng took over as Managing Partner a year ago, inheriting a firm that had grown from just over 30 lawyers to more than 1,100 across Southeast Asia. In an interview with Bar & Bench’s Pallavi Saluja, Beng outlined his priorities of focusing on people, processes, and practice as the foundation for continued growth.
Priorities for Growth
On people, Beng emphasized the need to attract and retain the right talent while supporting their development. He addressed concerns about younger lawyers being unfairly labeled as a “softer generation,” noting they bring ambition and motivation alongside traditional diligence. The legal environment has shifted, with increased competition and technology accelerating changes, requiring the organization to help young lawyers manage these conditions and see a future within the company.
Process improvements are essential as the organization expanded to 450 fee earners in Singapore and over 1,100 regionally. Some systems have become outdated and require upgrading. Beng highlighted the importance of clearer, more consistent processes and better centralized support, ensuring colleagues in the field understand available resources. The partnership’s meritocratic structure ensures that performance and trust determine advancement, as demonstrated by Sandy Foo’s rise from a lateral hire to head of corporate, overseeing more than 200 lawyers.
Practice development is the most important focus, as it drives the firm’s success. Beng stressed the need for partners to collaborate across practice groups to unlock value in a rapidly changing market. The firm’s brand equity allows it to compete for international mandates, including complex cross-border disputes. Singapore’s legal market, open to international firms, has raised service quality, though cultural adaptation remains a challenge for foreign entrants.
Regional Expansion and Identity
Since joining straight out of university, Beng has overseen significant growth, with ten offices across Southeast Asia and two representative offices in China. The company’s strategy began with a strong talent pool in Singapore and a shift toward cross-border work. Unlike other firms forming alliances, Rajah & Tann chose to protect its Asian identity while expanding. The organization’s competitive edge stems from its Asian identity, which resonates with regional lawyers seeking careers near home while pursuing sophisticated legal work.
Beng acknowledged the competitive pressure from international firms, particularly in talent acquisition, fee structures, and winning mandates. While the firm is successful in attracting talent, it faces challenges in retaining lawyers who seek global exposure or leave the profession entirely. Managing the partnership presents ongoing challenges, particularly regarding geographic expansion decisions.
Related Post: Media Groups Sue Over White House Press Access Ban
AI Integration and Challenges
Technology, particularly AI, has become a central focus. Rajah & Tann appointed a Chief Technology Officer and Chief Information Security Officer to manage data security. The company adopted tools like Harvey and Microsoft Copilot, enhancing efficiency in tasks such as evidence organization and chronology drafting. However, integrating AI across the firm remains challenging.
Senior lawyers struggle with new tools compared to younger colleagues who adapt more naturally. Beng considers hiring external consultants, though expertise in legal AI is scarce. Clients are pressuring the firm to leverage AI for cost savings, but traditional billing persists due to human oversight requirements. While some practice areas may shift away from the billable hour, AI primarily accelerates existing models rather than reducing fees immediately.
The company’s edge lies in its Asian identity, offering local expertise with global capabilities. India remains a strategic focus, with collaboration deepening despite no immediate plans for a physical presence. Bengal noted that this familiarity combined with opportunity creates a unique value proposition that international competitors struggle to replicate.
Concerns from Private Equity
Beng expressed concern over a trend in the Financial Times about US firms exploring private equity funding. This development could create a disparity between well-backed firms and Asian competitors lacking similar resources, posing a significant challenge to the firm’s future competitiveness. Concerns about private equity-backed competitors weigh heavily on the company’s strategic thinking.
This threat motivates attention to improving working conditions and amenities to retain talent against better-funded international competitors. The firm’s response focuses on creating an environment that makes staying attractive to the lawyers it seeks to keep. The leadership approach emphasizes protecting those who built the firm’s reputation while positioning it for continued success. Conversations with potential counterparts across Northeast Asia, South Asia, Europe and the US demonstrate that the brand has achieved recognition beyond its immediate region, with partners frequently queried about future geographic moves.
