The Barrister Digital Solutions Story is about the delivery of high-quality, thoroughly defensible and strikingly economic eDiscovery services. But, it is also a story concerning a profoundly necessary, contrarian’s approach to the typical eDiscovery delivery-of-services model; the one that is the formalistic business strategy of BDS’s larger competitors; that inculcates uncalled-for complexity, the use of inappropriate metrics in support of the imposition of unjustified expenses, the propagation of spurious consulting and project management fees and, in general, an almost sleight-of-hand mindset that engenders expensive work-flow standardization and constrains the industry from realizing achievable economic efficiencies and, consequently, the lower fees that would prevail, absent such a deeply-rooted system.
This unnecessarily costly trend in the provision of eDiscovery services can be changed; that is, it can be altered by seeking a key to cost moderation and more customized services where it already exists – in the engagement of a smaller, nimble, more forward-thinking, and comprehensively responsive, eDiscovery service provider; one that can “personalize” the provision of services and rejects ill-conceived, but all-too commonplace, over-priced practices.
Such an eDiscovery service provider is BDS.
For more than 15 years, BDS has remained compact and cost-constraining; operating its business with the maneuverability of an American Cup catamaran. While most of its larger competition navigate like supertankers; hard to maneuver, sluggish in course correction, and hampered by stifling unimaginative and unnecessary operational protocols.
BDS has waged a successful campaign against stultifying commoditization and standardization; reflecting a dedication to a level of personalized service that has proven to be virtually impossible for a large, inevitably bottom-line obsessed, provider.
BDS sees its mission as resisting industry trends toward (a) diminishment of routine vendor communication, (b) reduction in project management accessibility and, in general (c) a retreat from a consummate customer service ethos. Countering these deficiencies in the industry have become guideposts for BDS in providing its own services to clients.
BDS has elegantly leveraged its size into a critical differentiator. Here is why BDS, as well as its clients, know that, often, in eDiscovery smaller is, in fact, better:
1. BDS can adapt its services, based upon critical customer feedback, more rapidly and efficiently than its larger competition. In comparison, there is a tangible reluctance among larger players to divert from a standard procedure that, although in need of tweaking, or even more dramatic correction, will remain in place in a miss-guided effort to regiment operations.
2. The belief among BDS’s employees of being a part of a more intimate band of sisters and brothers constitutes a significant advantage. At BDS, its team members are treated like family, yielding unusually high morale. The positive impact of this emotional bond for an organization can be strikingly underappreciated. Fostering a work environment where team members develop extraordinarily strong and close relationships tends to keep well- experienced and more efficient groups intact and highly engaged. Demonstrating a distinctive level of respect for colleagues and inculcating an understanding that they are inarguably valued, appreciated and will be heard, can be profoundly under-estimated for its positive impact on the performance of an organization.
3. Having BDS’s upper management in closer proximity to the customer has been of inestimable value in fostering success. BDS’s senior leaders, by their greater familiarity with operations, become cognizant of a customer’s needs and develop a greater personal relationship than management in a larger organization. Indeed, a larger company may have many layers and departments and often is burdened by procedures that may tend to discourage and hamper closer contact with the customer. Customer complaints can be handled faster and on a more personal level at BDS; solidifying and often rendering more substantive long-term customer relationships.
4. BDS has the luxury of thinking more creatively and, through innovation, can push back against the progressive commoditization of the eDiscovery industry. BDS understands the negative impact to innovation and to the forward movement that is an organic out-growth of risk-taking, resulting from present market circumstances. Consolidation has starkly reduced alternative business models and constricted originality. This has resulted in markedly higher cost for the same services offered by larger entities.
The story of BDS’s success through the unmatched leveraging of the often unrecognized, but very real power, that can be tapped only by a smaller, technologically capable, experienced and customer-service-driven entity, must remain a work in progress. Indeed, it’s an on-going story in frequent flux and in constant consideration of course correction, in order to best meet emergent conditions in the enormously dynamic field to which it has dedicated itself. Nevertheless, BDS is steadfast in its devotion to its primary goal – the rendering of higher quality services at lower cost, with a degree of responsiveness and care that represents a gold standard for work performed in the eDiscovery discipline, whatever the physical proportions of any service provider.
Bob Eisenberg, Esq., | Strategic Consultant