Early in my career, I worked on an arbitration that challenged the effectiveness of a claims administration company. I sent our client’s expert witness five audits of the company, a fact I noted in the cover letter. Unbeknownst to me, there were six audits—and the last one was not favorable for our positions. While this error was later corrected, my “five audits” expert letter was a very popular exhibit for the opposing counsel. This was my tangible object lesson to avoid the process getting tangled up with the merits.
The eDiscovery process is designed to uncover the relevant case facts. Everything progresses toward this presentation of the material factual disputes to a factfinder. Because this is eDiscovery’s ultimate purpose, we are going to start our discussion of eDiscovery phases at the culmination of the process: the presentation of the evidence. (more…)
Success in eDiscovery is determined largely by the ability to synergize “people, process and technology.” Okay, we hear your collective groan. The phrase is trite, tired and overused, which is what it is. Since it works so well for eDiscovery, however, this blog will lean in on buzzwords. Many of the “26 Annoying Phrases You Should Stop Using at Work” are included—with a few additional ones thrown in for good measure. Can you find them all? Happy searching!
The COVID-19-related changes are innumerable, as courts have been out of pocket for many weeks and litigation budget cuts are par for the course. The global pandemic will require a clear paradigm shift, requiring many teams to think outside the box on the go-forward eDiscovery case strategy and, ultimately, do more with less. (more…)
Having an efficient and proportional strategy has always been critical to keeping cases on track against budget and deadlines. COVID-19 has had an unprecedented disruptive impact on many cases and schedules. Better and more efficient eDiscovery management will be key to ensuring that cases can get back on a reasonable schedule, and that the costs and effort are proportionate. Knowing the cost and timing implications of every eDiscovery decision will be critical to managing through the crisis.
Operational awareness empowers great eDiscovery decision-making. Each eDiscovery decision has cost and time ramifications. As decisions are made, they have distinct downstream consequences. This is similar to constructing a house. Once the foundation is set, it is very costly and time consuming to change the footprint of the structure. EDiscovery is no different. Every decision has downstream consequences. For eDiscovery management and operations, each decision has both an immediate time and cost impact, as well as implications for the overall project cost and completion. Because this affects proportionality and the ability to execute, both must be understood and managed cohesively and strategically. (more…)
Not all eDiscovery cases are created equal. The path to a more cost-effective eDiscovery management strategy starts by identifying the individual matters that need increased focus. This blog post is devoted to identifying the cases where an eDiscovery strategy can make the most meaningful difference.
In the last blog, we covered current pandemic-driven realities – namely, disrupted case schedules and new budgetary pressures. The economic uncertainties mean eDiscovery budgets should be examined for additional savings, while meeting litigation priorities and obligations.
Ediscovery costs can affect all investigation and litigation matters involving data. But, the larger and more significant matters have unique characteristics that make them likely candidates for cost-saving measures. These matters usually involve some mix of significant monetary or business impact claims; large data sets, many affected employees, and/or difficult searching criteria; and expansive production requests covering many topics. (more…)