Tue, Nov 24, 2020

Establishing an Information Governance Solution for an AMLaw50 Global Law Firm

The Information Management and Governance practice at Kroll was engaged by an AMLaw50 law firm to establish an information governance model. They were brought in to address technology inefficiencies and the resulting challenges. The team sought to offer a well-rounded set of guidance and solutions across various disciplines within Kroll. 


The client was struggling with technology inefficiencies that made it challenging to work with content. When looking to optimize technology processes, there were numerous regulatory challenges and increasingly stringent sets of requirements within the outside counsel guidelines that made it difficult to support collaboration and sharing within the firm. 

What Kroll Did 

Our team worked with the executive committee to build an information governance steering committee and helped to define harmonized, efficient legal processes and policies that supported data privacy and drove knowledge management and collaboration within the client’s team. 

Our experts categorized the client’s legacy content by analyzing all unstructured content that was not stored in the document management system (DMS) at the time. They separated ROT from business-valuable content and categorized matter-related documents according to the client’s taxonomy. They then classified and tagged content in preparation for the migration of content into the secured DMS. 

In order to secure the privacy of the client’s data, our team implemented a need-to-know security model. They identified processes that required changes to be made to support data privacy: new business intake, conflict, the creation of matter teams, secretarial access, internal and external collaboration, records retention and disposition. They implemented proper data privacy tools to deliver matter-team security across all electronic content. 

Our team ensured  compliance within outside counsel guidelines (OCG) by redesigning the client’s DMS to drive adoption. They did so by creating a matter-centric redesign to drive attorney/staff adoption. They introduced one-click filing, mobility and data privacy processes, in addition to improving workspace generation, knowledge base curation and internal collaboration. 

Once the redesigned DMS had been properly integrated, our experts worked with the client’s attorneys and staff to educate the organization on the management change. They developed thoughtful use-case scenarios that demonstrated the change related to effectively working the electronic file within a need-to-know security model. They established recurring practice group education workshops and created a project newsletter to communicate updates and progress. 


The key outcomes of working with the information governance steering committee were the short- and long-term roadmaps our team established to accomplish these goals. Our short-term roadmap consisted of two important areas the client needed to change. The first was a new DMS that would satisfy all governance requirements and provide a better user experience for collaboration. Second, the client wanted to analyze all structured and unstructured content of upwards of 300 terabytes so that they could identify redundant and obsolete data and reduce its storage footprint. They also wanted to optimize the use of their new DMS by avoiding the input of low value data on day one.

When implementing the DMS itself, our experts focused on five important factors that we had to solve for:

  • A design that reflects the work being done, not the person who happens to be working on it
  • A more cohesive approach towards managing emails alongside documents
  • The ability to find a document quickly and find it with a high level of accuracy
  • A modern and secure web interface that works on all devices
  • The ability to monitor end user behavior within the system to proactively detect potential insider threats and cyber threat vectors

Information Management and Governance

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