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Everyone wants to pretend that size doesn’t matter. But if that’s true, why do so many firms and their partners seem to obsessively track their competition’s growth spurts? More than 60 percent of the firms on the Legal Times 150 upped their head count last year — compared with less than half of firms the year before. So maybe mass does matter. More in the Editor’s Note
Drying Up in D.C. Law firms can still lose people even as the local economy picks up steam. Here are the twists and turns of New York’s Kelley, Drye & Warren — the good, the bad, and the ugly — in trying to make a go of it in D.C. • A Few Affairs of the Chart Some back stories behind this year’s rankings among the Legal Times 150, along with some interesting trends to watch. (Hint: Remember Northern Virginia?) BY THE NUMBERS The Legal Times 150 The Legal Times 150 provides a snapshot of the size of the D.C.-area legal community in 2005 by listing the number of lawyers in the largest law offices in the District of Columbia, Northern Virginia, and suburban Maryland. • Home Grown Firms Though the D.C. legal market is populated by firms that got their start in other cities, firms founded in the District and Northern Virginia still dominate. • The Out-of-Towners They may be based outside the Beltway, but more and more out-of-town firms have offices in the region that rival D.C.-based firms in size. • Suburban Maryland Home-grown players and outposts of larger firms that have the biggest offices in suburban Maryland. • Northern Virginia Home-grown players and outposts of larger firms that have the biggest offices in northern Virginia. • From A to Z The Legal Times 150 ranks the largest law offices in the region in 2005. Here they are, one last time, from Akin Gump to Zuckerman Spaeder. FEATURES & ANALYSIS When Disaster Strikes The hurricanes in the Gulf Coast region have demonstrated the need for law firms to have a detailed plan to deal with catastrophies, both natural and man-made. Are you sure your firm is ready? • A Seat at the Big Table The D.C. office of Dickstein Shapiro is embracing a radical concept: involving associates in the business of the firm. It seems to be paying off. • The Pitfalls of Mergers Merger mania has struck large law firms with a vengeance, leaving clients and their in-house counsels dazed and confused as they constantly update their Rolodexes. How can firm cultures, not to mention crucial client relationships, survive?

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