Faegre & Benson has 55 permanent staff in its internal consulting firm, “which develops and implements document strategies,” and is somewhat loosely named its Client Technology Services. According to a post dated Sept. 12, 2005 at Minnesota Lawyer, the group’s members advise on processes, analysis of data, performance metrics, accountability and other aspects of handling documents.
The brief mention limits me on commenting further, but I am impressed that this law firm has such a capability. Surely, taking for granted comparable legal prowess and competitive economics, in an era of discovery-cost landslides this capability should distinguish the firm in the eyes of law departments. The group allows the firm to offer something special, and to create enviable “stickiness.”