| Standout | Seyfarth Shaw | 27 | 9 | 9 | 9 | Developed SeyfarthLink, an online tool that enables better client-firm collaboration by improving flows of information. |
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| Standout | McCarthy Tétrault | 25 | 8 | 9 | 8 | Strategic partnerships with a legal processing outsourcer and an alternative supplier combined with Lean Six Sigma processes, have created efficient delivery models that can save clients up to 30 per cent in costs. Commended: Matthew Peters. |
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| Standout | Weil, Gotshal & Manges | 24 | 9 | 8 | 7 | Analysing daily share price movements for their effects on clients or potential clients has sharpened up the firm's business development activities. |
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| Standout | Conduit Law | 23 | 7 | 8 | 8 | The Canadian new-model firm has moved away from the billable hour and traditional models, saving clients as much as 40 per cent on legal fees. Commended: Peter Carayiannis. |
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| Standout | Kirkland & Ellis | 23 | 8 | 8 | 7 | A comprehensive database on the private mergers and acquisitions market enables the firm's lawyers to achieve better outcomes for clients. |
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| Highly Commended | Cooley | 22 | 8 | 7 | 7 | Interactive website for entrepreneurs that allows them to access the firm's expertise. |
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| Highly Commended | Littler Mendelson | 22 | 7 | 8 | 7 | The Workplace Policy Institute set up by the firm helps represent employers’ interests among lawmakers. |
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| Highly Commended | Proskauer Rose | 22 | 7 | 8 | 7 | Smart content marketing allows the firm to deliver vital information on current market practice in initial public offerings and high-yield bonds. Commended: Frank Lopez. |
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| Highly Commended | Cadwalader, Wickersham & Taft | 21 | 7 | 8 | 6 | Initiated the Shareholder-Director Exchange (SDX) to create better understanding and avoid the adverse effects of shareholder activism. Commended: Jim Woolery. |
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| Highly Commended | Latham & Watkins | 21 | 7 | 8 | 6 | A unique succession process to choose a new leader embodying the firm's cultural values. |
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| Highly Commended | Orrick, Herrington & Sutcliffe | 21 | 7 | 7 | 7 | A litigation avoidance strategy that helps clients solve company matters in the state legislature rather than the courtroom. |
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| Highly Commended | Perkins Coie | 21 | 7 | 7 | 7 | Established a firm-wide virtual currency practice to work with industry leaders and clients in navigating a new online marketplace. |
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| Highly Commended | Simpson Thacher & Bartlett | 21 | 7 | 8 | 6 | Partnered with US schools Stanford and Berkeley to work toward a better understanding of intellectual property practices, processes and outcomes. |
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| Commended | Latham & Watkins | 20 | 6 | 7 | 7 | A technology-based tool for internal budgeting and project management that has also codified the firm's knowledge. |
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| Commended | Littler Mendelson | 20 | 6 | 7 | 7 | Technological tools that enhance lawyers’ ability to advise employers on how to manage regulatory charges and reduce litigation costs. |
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| Commended | Rimon | 20 | 6 | 7 | 7 | Developed internal social network and ideas exchange platform to share legal expertise and billing structures. |
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| Commended | Ropes & Gray | 20 | 6 | 7 | 7 | A rapidly set-up new practice area to service private-equity clients dealing with regulatory challenges. Commended: Jason E Brown. |
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| Commended | Seyfarth Shaw | 20 | 7 | 7 | 6 | The research and development department, innovating in service delivery and legal technologies, has handled more than $152m of business in the past 18 months. |
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| Commended | Weil, Gotshal & Manges | 20 | 7 | 7 | 6 | Building up a new business with law firm Thompson Coburn in the for-profit education sector to help companies restructure out of court. |
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| Commended | White & Case | 20 | 7 | 7 | 6 | One of the first large firms to harness the power of LinkedIn for business development. |
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| Commended | Kirkland & Ellis | 19 | 6 | 7 | 6 | An alumni programme that helps attorneys find new roles with clients when they leave the firm. |
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| Commended | Paul Hastings | 19 | 6 | 7 | 6 | A system that improves efficiency and helps give predictable fee estimates to clients. |
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