The term Kirklandisation has emerged as shorthand for a major transformation in Big Law. It refers to the widespread adoption of a partnership model pioneered by Kirkland & Ellis, a U.S. based firm renowned for its innovative approach to structuring partnerships. Today, this model is the blueprint for much of the legal industry.
What Is Kirklandisation?
Kirklandisation describes the shift toward a two-tier partnership system: equity and non-equity partners. Kirkland & Ellis was among the first firms to promote lawyers to the prestigious title of partner without granting them an ownership stake. This approach has been adopted by 87 of the top 100 largest U.S. law firms, fundamentally changing how partnerships are structured and profits are distributed.
How the Model Works
In this two-tier system:
- Non-equity partners receive the partner title but do not share in profits. Instead, they earn a substantial salary, around $750,000 at Kirkland.
- Equity partners retain ownership and share in the firm’s profits, averaging approximately $9.3 million annually.
This structure allows firms to reward top talent earlier in their careers, retain high performers, and expand without diluting profits for equity partners. Non-equity partners contribute to revenue without sharing in the financial upside, making the model both flexible and financially sustainable.
Industry Adoption and Impact
Kirkland’s approach has set the standard for the industry. Prestigious firms such as Debevoise & Plimpton, Paul Weiss, Cravath, and Cleary Gottlieb have all introduced non-equity partnership tiers in recent years. Today, 87 of the top 100 U.S. law firms follow Kirkland’s lead.
The widespread adoption of the model highlights a copycat culture in Big Law: innovation often means imitating Kirkland’s blueprint rather than creating new structures.
Why It Matters
Kirklandisation illustrates the influence of a single firm on industry norms. By combining prestige, strategic financial planning, and talent retention, Kirkland & Ellis became the trendsetter others could only follow. Its model remains central to Big Law, proving that leadership often comes through setting the standard, not just being the largest firm.