The tide of data never stops rising, and the sources of data never stop multiplying, and legal practitioners must somehow find a way to analyze it. Finding a way that is efficient and effective requires understanding the tools and techniques available to you so you can leverage the right ones.
Many attorneys dream of one day landing a coveted General Counsel position because it’s considered the career pinnacle for in-house counsel. To help inform these job-seekers, I’ve asked successful GCs and CLOs about their tips and suggestions for attorneys aspiring to reach the top seat in a corporate legal department.
Microsoft 365 was already widely-used before 2020, and the rise of remote work since then has caused adoption of this cloud-based solution to rapidly increase. Today, understanding the functionalities – and limitations – of the Microsoft 365 environment and its discovery tools has become essential for legal teams.
On any new matter, an eDiscovery professional must assess the project’s goals and whether CAL can be leveraged to help achieve those goals. When considering CAL, there are three main decision points: deciding whether to use CAL, deciding how to use CAL, and deciding when your CAL process is complete.
As the world’s economies continue to reach across borders, US counsel representing companies of all sizes are more frequently required to gather data from other countries. This paper provides those counsel with practical guidance regarding the logistical and operational challenges that arise in a typical matter requiring cross-border discovery.
As eDiscovery expands to include social media, mobile apps, collaboration tools, and more, understanding and conducting effective legal holds is more critical than ever. Done properly, legal holds set the stage for efficient and accurate matter management. Conducted without direction, legal holds can become a minefield for litigants.
As an in-house attorney, eDiscovery can often feel like a distraction from the substantive work you want to be doing, but successfully managing eDiscovery – including choosing the right partners – can result in finding better information, more quickly, and less expensively across all your matters.
Summary Losing a key employee is never easy. They often take with them institutional knowledge, important relationships, and critical skill sets. All this is enough of a challenge, but if they also take
Managing eDiscovery matters without a plan is like trying to navigate a major city without directions – chaotic, inefficient, and unlikely to get you where you wanted to go. Taking the time to scope and plan will help you understand where you need to go and how best to get there.
Legal professionals give a lot of lip service to the importance of diversity and inclusion, yet moving the needle in those areas is challenging. Fortunately, there are ways you can change biased hiring and professional practices in order to transform your organization into a more inclusive and prosperous business.
The majority of eDiscovery work takes place in the context of litigation, but a significant amount of it takes place instead in the context of investigations. Although the available ESI and eDiscovery technologies are the same, the realities of handling investigations can be different in some ways important ways.
In every legal team, resignations are inevitable – regardless of how valued your employees may feel. There is a lot to consider when a key employee resigns, and your first instinct may be to focus only on immediate workload, but it’s also important to make a long-term planning a priority.
Now more than ever, corporate legal leaders must look at how their in-house team is operating, evaluate how to drive efficiencies, and assess when it may be time to bring in some help. One area savvy corporate teams focus on first is their contract review and negotiation processes.
Despite years of discussion in the eDiscovery industry about the power and importance of sampling techniques – particularly in the context of technology-assisted review (TAR), many practitioners remain unfamiliar with what they can accomplish with them, and when, outside of TAR, they might do so.
No organization is immune from cyber incidents. Although helpful, minimalist data protection practices are often not enough to save organizations from costly data loss and embarrassing reputational damage. This Practice Guide reviews six strategies for mitigating the risk of cyber incidents in your organization.
Second Requests are high velocity, high volume, and high visibility — under normal circumstances. Now, as legal departments are facing an unprecedented post-pandemic economy and an ever-growing reliance on digital communication, the demands in this final merger step are higher than ever.
Due to the popularity and volume of mobile devices being used throughout the world, they have become common sources of digital evidence in litigation proceedings. It is important to understand the different types of data that can be extracted from mobile devices, mobile device backups, and the cloud.
Over the decade since TAR first rose to prominence, solutions, acronyms, and new cases have proliferated dramatically. All of this rapid technical and legal evolution has made it challenging for practitioners to get a simple handle on TAR and CAL approaches and what they mean for their matters.
If you’re human, you have biases. There’s no way to change this—the human brain is evolutionarily wired to take shortcuts. In the modern world, these shortcuts cause all of us to have implicit or unconscious biases around race, gender, and other inherent characteristics of our fellow humans.
The metrics-tracking legal department gains actionable insights that it can apply not only to internal operations but also to broader, corporate-wide assessments that impact decision-making.