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there is no Silver Bullet to Define and Implement an effective taxonomy but we've identified some best practices in our work the first that comes to mind is Simplicity keep in mind that the goal is to create functional order not to micromanage documents in people there is often a desire to go academic that is to create a perfect detailed classification system when defining a taxonomy in practice the taxonomies that provide lasting value tend to use larger buckets that people can easily understand one example of this is how to handle pleadings oftentimes firms ask for separate classifications for the complaint and answer and Discovery pleadings emotions and orders and so on we've seen firms have more success with fewer buckets or classifications for pleadings and and instead rely upon document naming to establish what kind of pleading it is the simple approach tends to be flexible and easy to use and those are two things that support success in a taxonomy also firms Personnel play a key role for a DM and its taxonomy to be successful there's really no such thing as a sort of deploying a taxonomy or just doing what other firms do I mean a taxonomy strength comes from comprehensive commitment and buy-in from design through implementation also leadership from the top down is necessary and appropriate support and contribution must come from actually every level within the firm it's important to have some type of PR campaign to spearhead the change management as a new taxonomy and DM is implemented this can include things like preview demos of new features that are going to be coming up or engaging employees in A pre-system needs assessment that's a great Point Jenny related to the importance of naming we're related to that is the importance of naming a champion or leader for the taxonomy this doesn't need to be a technical person and in fact it's often good to have someone from outside I.T serve in this role this person must be available to do the work and have a good understanding of the firm's culture priorities in politics we've seen success when this role is filled by technology Partners Human Resources managers senior secretaries trainers and oftentimes I.T directors think of this person as an advocate for the firm a facilitator a primary contact for the implementation team absolutely and also in the early stages it's important to gather broad input from everyone but not strive for cons says you know involving personnel and thought leaders within the firm helps to gain their buy-in for the new system and makes them feel engaged but still only a select few of the people need to make the final decisions on how the final system and taxonomy will be designed so this will help avoid things unnecessary delays cost overruns I mean ultimately the decision needs to come from the firm's thought leaders