I might not be Casey Stengel, or even the Temp Town equivalent, but I know a thing or two about how to run a document production. Time and again, I am astounded at how often the law firms I work for do not. I guess I shouldn't be astounded anymore, as Big Law firms perceive themselves as having little incentive to become really good at document reviews. Basically, firms as Firms don't see document review as a core function of the Firm (even though it is an integral part of successful litigation, merger and acquisition, and regulatory practices). Partners always -- always -- know nothing about it, and so deem it of relatively low importance in the Firm hierarchy of tasks. Associates strive mightily to limit their involvement in document reviews for two reasons.
First, it is a good way to get blamed for the disaster if something goes catastrophically wrong, always a good possibility when a complex process is headed by people who don't know what they're doing. Second, it is a career-limiting move to become an associate skilled at running a document production. Because of document reviews' low standing in the Firm's hierarchy of tasks, being good at it is not going to make you a partner. It will, however, ensure that every partner with a case involving document review will grab the associate who is good at running them, further limiting that associate's ability to engage in tasks that will help him make partner.
I mention this because the project I am on, now of uncertain future, has officially moved up on my list of Most Fucked Up Projects Ever. Not sure if it is in the top spot yet. More changes coming today in how we are going to deal with certain review issues, both substantive and procedural. Once we know more, we could easily be chanting "We're No. 1!"
No comments:
Post a Comment