Q&A: Lily Wen Offers Insights on the Fundamentals of Effective Case Management

Lily, project and case management is a big part of your role. Can you explain the most common challenges?

There are different layers of challenges when it comes to case management. At the senior level, it’s important not to be a micromanager. You must trust your team regarding their contributions, while helping raise your team’s standard overall, so the project succeeds. Mid-level managers must make sure to include junior level team members on project progress and open requests. Delegation can be a challenge for them. And for junior team members, they’re focused on getting up to speed and being responsive in the face of new opportunities.

Are there any additional challenges unique to e-discovery work? 

All aspects of the project must be closely watched and managed to ensure everything runs smoothly. This includes effectively managing intersecting components, such as integrating digital forensics, emerging data and managed review into a single e-discovery case management cycle. It’s often very complex.

E-discovery projects are often fast paced and deadline driven, which can make work-life integration challenging when team dynamics and roles are not properly allocated.

Can you provide an example or two of how these challenges showed up in a real-life project? How did you lead the team in handling them? 

Communication is always key. For example, we had a case that needed a very quick production turnaround of data that wasn’t yet available. That one required multiple calls with different teams (including my own) to complete, and constant communication with our own team, counsel and the client to make sure we were all on the same page.

It’s important to always keep in mind and make sure the entire team understands that counsel is also under pressure to make a deadline. It’s our duty to care and do our part to help them meet that deadline. We should always be empathetic and understanding, but especially so in fast-paced, high-stress situations.

What are your best tried and true approaches? 

I make sure every single person on my team is up to speed on the project status and knows their responsibilities. Again, communication is so important. We must keep those lines open. We ensure everyone is clear on the project, deadlines, how we meet deadlines and any updates or changes along the way.

If ever I discover mistakes in quality control, I make sure to use it as a learning opportunity. It is key to learn from mistakes and not stop trusting the people who have made mistakes. When we’re working as a team, and when excessive requests come in at the same time, we can handle everything as efficiently and effectively as possible.

Are there any technologies you rely on to keep cases going smoothly? 

I use case management tracking tools to help keep sight of all open requests. I make sure everybody knows their role and responsibilities, and owns tracking their part and the overall status.

Do you have any advice for people who are just starting out in a role with case management responsibilities? 

The foundation of efficiently managing an e-discovery matter is to first build a very strong base of e-discovery technical knowledge. Understand how to use review platforms and have a thorough working knowledge of the entire project lifecycle first before moving on to the next step.

Anything else you’d like to share about your work?

One of my primary career goals is to help the people who are unseen move up in their career. I’m passionate about my role at FTI Technology and the way it allows me to do just that — to help team members be successful, use their voice and enhance their expertise. I’m all about building diverse and inclusive teams. They bring diverse thinking and approaches to our team and our clients, which makes us stronger and more successful.
 

The views expressed herein are those of the author(s) and not necessarily the views of FTI Consulting, its management, its subsidiaries, its affiliates, or its other professionals.