Rob Robinson | The ComplexDiscovery Blog

A technology blog highlighting data and legal discovery insight and intelligence.

    Activity Patterns for eDiscovery Mergers, Acquisitions, and Investments (2001-2017)

    Activity Patterns for eDiscovery Mergers, Acquisitions, and Investments (2001-2017)

    Since beginning to track the number of publicly highlighted merger, acquisition, and investment (M&A+I) events in the eDiscovery ecosystem, ComplexDiscovery has noted more than 300 M&A+I events between November 2001 and today. The following article highlights the pattern of these activities on an annual and monthly basis.

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    An Abridged Look at the Business of eDiscovery: Mergers, Acquisitions, and Investments

    An Abridged Look at the Business of eDiscovery: Mergers, Acquisitions, and Investments

    The presented listing highlights key industry business moves by sharing the announcement date, acquired company, acquiring or investing company, and acquisition amount (if known) of significant eDiscovery-related mergers, acquisitions, and investments.

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    A Running List: Top 100+ eDiscovery Providers

    A Running List: Top 100+ eDiscovery Providers

    Based on a compilation of research from analyst firms and industry expert reports in the electronic discovery arena, the following “Top 100+Provider” list provides a short listing that may be useful in the consideration of eDiscovery providers. This listing is taken primarily from eDiscovery provider mentions in selected key formal industry reports and surveys published between August 2011 and today.

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    Validated Market Opportunities for 2017: SaaS-based Legal and Data Discovery Automation

    Validated Market Opportunities for 2017: SaaS-based Legal and Data Discovery Automation

    In 2017, the challenge for technology providers in the legal and data discovery spaces appears to be less about defining offering requirements and validating market needs and more about developing and delivering solutions that focus on specific tasks and processes that streamline the discovery of data and the conduct of eDiscovery.

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    A Concise Framework for Discovery Automation

    A Concise Framework for Discovery Automation

    One of the biggest challenges facing information, business, and legal professionals is the ability to cohesively consider the elements of data discovery and legal discovery within a technology framework that is comprehensive enough to address critical discovery tasks throughout information and legal lifecycles yet concise enough to be realistically approached from an automation perspective.

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    Partnering for Success: The Role of the Partnership in Legal Tech

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    Extract from article by Gabrielle Orum Hernandez

    Law firms typically take longer than other business types to adopt new technology, but when they do, they often have long-term relationships with their vendors, perhaps even beyond the time when a given technology can actually bolster firm efficiency. For legal technology companies working with law firms, success seems to be less a matter of having the very best, most efficient product on the market, and more a matter of establishing networks and relationships with law firm leaders and consultants.

    E-discovery automation software company CloudNine this week expanded its partner program, the CloudNine Alliance Partner Program, in hopes of expanding these relationship entryways into law firms and legal departments. The company is now offering compensation kickbacks and technology integration opportunities to three different classes of partners: technology partners, referral partners, and channel partners.

    CloudNine CEO Brad Jenkins told Legaltech News that the partner program is an attempt to leverage some of the strong loyalties and connections that exist within the legal sphere by essentially paying to develop relationships. “Probably the biggest reason [for the partner program expansion] is we have found that in this industry it very much falls into relationship selling.”

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    The Business Reasons to Take a Vacation – Journal of Accountancy

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    Editor’s Note: Published in the Journal of Accountancy, the article The Business Reasons To Take A Vacation highlights obvious and not so obvious business reasons why organizations should carefully consider requiring managers and staff to take time off from work.

    Extract from article by Neil Amato

    Technology may have changed the way workers vacation, for better or worse. “In this day and age, with technology, you think you have to be plugged in at all times,” said Byron Hebert, CPA, director of entrepreneurial advisory services at PKF Texas, a CPA firm in Houston. “You’re never really off.”

    What hasn’t changed is that there is a business need to take a vacation, even if it’s a few three-day weekends at a time.

    There are reasons aplenty: to avoid burnout, to come back to work refreshed, or to spend time with loved ones who might have been neglected during busy season or a time-consuming project.

    What some organizations are starting to understand is this: Taking time off is better for business in the long run. Here are six business reasons employees—from the C-suite to the assembly line, from managing partner to entry-level accountant—should take regular vacations.

    • They set expectations for how Vacationers should be treated
    • Better culture makes you a more desired employer
    • Model the behavior, and workers will follow
    • Vacation helps workers avoid productivity declines
    • Requiring vacation reduces instances of fraud
    • Requiring vacation can reduce balance sheet liability

    Predictive Coding and the Stop Decision

    Extract from article by Ralph Losey

    The stop decision is the most difficult decision in predictive coding. The decision must be made in all types of predictive coding methods, not just our Predictive Coding 4.0. Many of the scientists attending TREC 2015 were discussing this decision process. There was no agreement on criteria for the stop decision, except that all seemed to agree it is a complex issue that cannot be resolved by random sampling alone. The prevalence of most projects is too low for that.

    The e-Discovery Team grapples with the stop decision in every project, although in most it is a fairly simple decision because no more relevant documents have surfaced to the higher rankings. Still, in some projects, it can be tricky. That is where experience is especially helpful. We do not want to quit too soon and miss important relevant information. On the other hand, we do not want to waste time look at uninteresting documents.

    Still, in most projects, we know it is about time to stop when the stratification of document ranking has stabilized. The training has stabilized when you see very few new documents predicted relevant that have not already been human reviewed and coded as relevant. You essentially run out of documents for step six review. Put another way, your step six no longer uncovers new relevant documents.

    Read the complete article at TAR Course Updated to Add Video on Step Seven and the All Important “Stop Decision”

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    industry

    Partnering for Success: The Role of the Partnership in Legal Tech
    Partnering for Success: The Role of the Partnership in Legal Tech

    For legal technology companies working with law firms, success seems to be less a matter of having t…

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    Insight

    Packaged Services: An Underutilized Approach To Growing Revenue
    Packaged Services: An Underutilized Approach To Growing Revenue

    Packaged services may help legal technology providers bridge the gap between traditional hourly cons…

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    Newsletters

    Five Great Reads on Information Governance and eDiscovery: Importance of Vacations Edition
    Five Great Reads on Information Governance and eDiscovery: Importance of Vacations Edition

    This edition of the newsletter highlights five key posts on information governance and electronic di…

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