Given the high-profile collapse of its European arm, it is inevitable that King & Wood Mallesons (KWM) has been rethinking its global plans.

Roughly five months after the legacy SJ Berwin business officially became the  U.K.’s biggest-ever law firm failure, and about seven months after news reports said KWM had discussed a global tie-up with the U.S. firm Morgan, Lewis & Bockius, the Asia Pacific legal giant’s ambitions are lying distinctly closer to home.

“There was a vision for being global, but there has been some recalibration,” says global managing partner Sue Kench, who took up the role this month following the  resignation of her predecessor, Stuart Fuller , last year.

Instead, Kench says, the focus is very much about Asia, where KWM wants to be the go-to firm in the region.

“We’ve come back to the main game,” Kench said. “The first thing to do is play where you excel, and we excel in Asia.”

The world, Kench said, is pivoting toward Asia. And KWM, which is already based around the main investment centers there, wants to be the law firm for Asia.

“In 10 years, an Asian firm will be among the list of leading law firms,” she said. “We don’t want to be the next magic circle firm or compete with them. The competitive advantage for us is our Asian capability.”

What this means for the small European presence salvaged from the wreckage of the SJ Berwin collapse is that the offices are there to service Asia, as Asian clients do business elsewhere.

The same is true in the United States where, according to Kench, a merger is no longer in the cards—at least for the time being.

Nor are there plans to significantly build out the firm’s U.S. offering. The firm currently has three partners in the United States—one based in Silicon Valley and two who split their time between New York or Silicon Valley and Beijing.

“At the moment, the decision is that we are going to make it work without the full U.S. offering,” Kench said. “If you are the firm for Asia, and Asian clients want to do things in the U.S., you would expect some presence there to guide that, which we have. But it doesn’t mean dominance in the U.S. It means being the local face of the firm which can assist with investment into the U.S.”

The verein firm’s international focus is decided by a global management committee. Kench is currently in London to talk to European partners, none of whom sit on the committee, about how they fit in with its new strategy, which will be finalized in the coming months after partner consultations.

While unwilling to discuss targets or details before anything is finalized, Kench admits that collaboration between all of the offices is at the top of her agenda.

The firm will focus more on encouraging joint pitches and collaborative work on projects than on referrals from one partner or office to another. Kench was dismissive of the firm’s previous referral incentive system, known as “KWM dollars.”

“Joint work is more important to us than referrals because it binds the firm together. You shouldn’t need incentives to refer—that should just be part of the rhythm of the firm,” Kench said. “The higher order of things is that you move beyond referrals and have a deeper level of connectivity between offices and expertise. People learn from each other more that way.”

Secondments will play a significant role. A number of transfers are already underway between Europe, China, Hong Kong and Australia, and the firm is keen to significantly increase the number of staff spending time in other offices.

“We always knew that we had to integrate but [what happened in the U.K.] has made us realize we need to focus on the things that really matter,” Kench said. “Secondments and transfers are top of the priority list because that’s what knits the firm together. It’s about how you share learning across the firm.”

She is confident that the partners who have remained with the European business  have the right attitude to make a success of it.

“The people who have stayed had a choice and they exercised that. China and Australia both have a very collaborative culture—no one person is bigger than the firm,” she said. “The European partners that have joined find that compelling, and are themselves the sort of people who come together to collaborate.”

While Kench prefers to look forward, she was candid about the failure of the firm’s former European arm.

“People businesses, particularly partnerships, require investment and commitment. The legacy SJ Berwin partners were not willing to contribute capital and commit to the business, so unfortunately it couldn’t be saved.”

It became clear that legacy SJ Berwin would not survive when four of the firm’s highest-billing partners left the firm in October 2016. That, she said, left the firm with “a pretty huge mountain to climb.”

“It was very difficult for them to rebuild confidence after that,” she said. “It’s a great case study [in law firm management]. It’s just unfortunate it happened to our firm.”