tag:blogger.com,1999:blog-39867664598495842122024-03-12T23:53:06.235-05:00Metrics for Multilingual CommunicationsA blog designed to discuss objectives and metrics to guide and measure an organization's globalization and localization business decisions. For organizations that want to manage their translations in a more process efficient way and for those that are interested in measuring and being able to show the value of communications.Melissa Wursthttp://www.blogger.com/profile/16989277041326973628noreply@blogger.comBlogger35125tag:blogger.com,1999:blog-3986766459849584212.post-89855985611129805372016-01-19T15:38:00.002-06:002016-01-19T15:38:41.629-06:00Our Blog Has MovedOur new Blog Advocacy can be found on our website: <a href="http://www.langsolinc.com/blog/">http://www.langsolinc.com/blog/</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-61249195193765538472014-01-21T15:50:00.002-06:002015-03-12T12:22:03.507-05:00How to evaluate your buying decisions? - Brute-Force Stage<strong>Brute Force Stage</strong><br />
Organizations have a regular schedule and larger scope, requiring more resources, technology and processes. Risks are tangible. <br />
<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEged3s2X0eOTg9aeIFPZA0NeJFML5B63upWkgCkl1AuPKzTloEf3tDk3IMenm5CNmsCa39xjUAiC1yFQU8D_hFp1DX4exKQeMgEMSqUFrhUPSZyJKcu3l-_5mc5W30M_XKI-L-6HKR0T5o/s1600/Brute+Force+Post_small.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEged3s2X0eOTg9aeIFPZA0NeJFML5B63upWkgCkl1AuPKzTloEf3tDk3IMenm5CNmsCa39xjUAiC1yFQU8D_hFp1DX4exKQeMgEMSqUFrhUPSZyJKcu3l-_5mc5W30M_XKI-L-6HKR0T5o/s1600/Brute+Force+Post_small.jpg" height="400" width="95" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">This stage is <br />
characterized<br />
by the need for <br />
process management. </td></tr>
</tbody></table>
The <em>Brute-Force stage</em> is a important moment as there is a threat of overspending if the organization does not support global communication improvements. In fact, we feel it is <strong>the most important stage</strong> in growth as organizations have to invest time and resources to overcome barriers of growth that may happen in the future. This stage requires disproportional process attention over financial means and financial outcomes, which is what makes this stage a challenge.<br />
<br />
Looking at the <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">Global Communication Maturity Model</a>, the Brute-Force stage is characterized by repetitive projects requiring more resources, technology and processes. Those resources are often still found at the vendor side, but organizations need to help enable those resources. What's important at this stage is that an organization is <strong>open</strong> to involve that LSP in managing projects with the organization. <br />
<br />
Content strategies, writing and design strategies and organizational strategies can help to mitigate risks. Process management in all of those areas protects budgets and prepares the organization for growth.<br />
<br />
<strong></strong><br />
<strong>Process Focus</strong><br />
Managing processes at this stage can be challenging. Most projects are still ad-hoc and customized, but are becoming more repetitive. Here is one case study that we would put in brute force to manage the sales process:<br />
<br />
<u><strong>Case Study:</strong> Multilingual Online Portal</u> <br />
Our client was selling an incentive reward program to Fortune 500 companies. We had been involved in several sales cycles to get their online portal translated for their client's specific need. The portals were all customized for each customer, sales cycle was long and the sales process was not very repetitive.<br />
<br />
Through collaboration with our client, we translated the basics of the portal in several languages as a way to demonstrate their portal to different markets. Further customization could be ordered as needed. It helped our client to sell a multilingual solution to their client without having to reinvent the wheel. It also greatly reduced the upfront investment needed to attract a new client as their solution already provided 80% of what their clients needed from their client in several different languages. <br />
<br />
<strong>Have a Task Force</strong><br />
In order to build a systematic process you need to involve a team of people with various disciplines. In the previous case study, the success of this program was that we worked together with both the Account Managers who were involved in the sales and scoping process, the Programming Team and Department Leads who can enable these resources to work together.<br />
<br />
It was clear that this team was passionate about getting it right. Several attempts had been made in the past to get a global solution to their clients, but this was the first time the department was in line with all their account managers on how to handle a global rollout in the future.<br />
<br />
Management buy-in is very important at this stage. We've seen these types of case studies either succeed or fail based on whether there was a passionate management team involved that could free up resources and manage the process. The management team needs to be able to look down the road and see opportunities for global expansion through systematic processes. <br />
<br />
<strong>Define SMART Goals</strong><br />
The term SMART Goals may be overused, but this stage can't be managed without a goal oriented approach. We have done something similar to the client in this case study with our Localization Maturity program. We have defined a standard set of objectives based on years of research and best practices that we can apply to any stage of growth. <br />
<br />
With this client, we've identified a couple of meaningful goals that we worked on through the process:<br />
<ul>
<li><u>Build a business case for translating for a particular market</u></li>
</ul>
This was the most involved objective that we worked on. For the portal, we had to decide what languages would be chosen and what content needed translation. Based on our client's cultural research on participation rates and incentive reward preferences and our research on Hofstede's dimensions, we defined the main markets that the basic portal would be translated into.<br />
<br />
Based on that and other figures, we determined what countries would have similar preferences to the English model that already existed. We've also defined those modules that may need to be customized for other countries so that customization can be accelerated. <br />
<ul>
<li><u>Increase the number of times your content can be reused</u></li>
</ul>
This objective was met with other objectives that involved collaboration on standardization for coding, standardization of terminology and standardization of release of files for translation. <br />
<br />
We introduced Terminology Management and Translation Memory Management early on and created a standard database for the portal to be used consistently for every client who wishes to use the portal in the markets we have translated it. This ensured that customized content was consistent with the basis portal that has already been created.<br />
<br />
The Programming Team and Project Team standardized their approach with us to deliver content in a predictable manner, shortening the time to get customized content through. More Account Managers started to use the basic portal in their sales cycle without needing our immediate involvement. We've also looked at content management technology solutions down the road to prepare the team for further automation. <br />
<br />
<strong>In conclusion</strong><br />
The Brute-Force stage is all about enabling people to work together on meaningful process improvements. This stage is a true test of management to capitalize global opportunities into a competitive advantage. We also find that this stage can be very polarizing. Some clients are just not ready to take on the opportunity and we've seen dramatic decline in global efforts from that. Those that have taken the challenges faced in this stage have since taken on more global oriented projects and are using it in their own careers and work as a competitive advantage. <br />
<br />
<br />
<br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-74389566230095684672013-10-30T11:08:00.004-05:002015-03-12T12:23:00.390-05:00Global Communication Maturity Model 2.0Our Global Communication Maturity Model™ (also known in our industry as <a href="http://www.commonsenseadvisory.com/AbstractView.aspx?ArticleID=1371">Localization Maturity by Common Sense Advisory</a>) has undergone further enhancements:<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXsXRu3UktSOuthXdAm4evkiwtOZ-kyfymr5Tv_ebj5Vh89HzBBVEUeAfUtslyk_b64mYVYiuh2m5hnqQJ0VFekQzgWWIU8BQmyhRDSSzoWWrMrTIn-E6vonN4oOxMb1wK_FngMRbmTNQ/s1600/GCMM+Poster_final.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXsXRu3UktSOuthXdAm4evkiwtOZ-kyfymr5Tv_ebj5Vh89HzBBVEUeAfUtslyk_b64mYVYiuh2m5hnqQJ0VFekQzgWWIU8BQmyhRDSSzoWWrMrTIn-E6vonN4oOxMb1wK_FngMRbmTNQ/s320/GCMM+Poster_final.jpg" height="259" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
(click to enlarge for a printable version)</div>
<br />
<div>
Our <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">LSI Global Communication Maturity Model</a> reveals the stages through which organizations will progress when implementing a
multilingual communications strategy. Each stage represents a point in time when
an organization faces unique challenges that must be met and built upon in order
to move forward on their global business path. </div>
<br />
<div>
Our updated model shows 4 key dynamics of maturity:</div>
<ul>
<li><span style="font-weight: bold;">Scope of work <span style="font-weight: normal;">increases exponentially and can take over domestic
work. Volume increases </span></span>by adding more content (usually top-down) and by adding languages.
Language support of less strategic content is justified at higher stages of maturity due to automation and processes that make it more cost efficient to work with high volume levels. Levels of acceptable quality get more diversified as you go up on the maturity level as well.
</li>
<li><span style="font-weight: bold;">Process Focus <span style="font-weight: normal;">is most important in the early stages of maturity
before standardization and centralization (and certification) controls the
process. The process focus in mature stages focuses </span></span>more on control audit and improvement.
</li>
<li><span style="font-weight: bold;"><span style="font-weight: normal;"><span style="font-weight: bold;">Technology Maturity </span>is usually an investment
in content management systems needed to move to a mature stage and grows further by means of technology automation . The level and timing of that investment differ between organizations as budgets usually control the decision making </span></span>process, but the critical stages start at High Risk. Budget conflict is a possibility when organizations not able to justify their investment in technology.
Organizations go out to find support from their LSP to manage and control technology until they make the investment to take control content for translation.
</li>
<li><span style="font-weight: bold;"><span style="font-weight: normal;"><span style="font-weight: bold;">LSP Involvement </span>shows that in the first 4
stages (reactive stages), the LSP plays an important role in Localization Maturity.
That involvement continues in the mature stages, but organizations work to become more self-sufficient where LSPs are an integral part of a systematic process.</span></span></li>
</ul>
<span id="goog_1544611073"></span><a href="http://www.blogger.com/"></a><span id="goog_1544611074"></span><br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-8774526639003903242013-10-16T13:10:00.004-05:002015-03-12T12:24:34.155-05:00How to evaluate your buying decisions? - Conscious Stage<strong>Conscious Stage
</strong><br />
Organizations at this stage are just beginning to realize all that is involved in multilingual communications.
The Conscious stage is still very project driven, but projects become more repeatable and cost awareness is growing. Organizations are testing out new markets.<br />
<br />
Below is an overview of the Conscious Stage compared to the other reactive stages:<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCbkt03YVGAb2GFQr5lPMbAqrD0NzXsbjEge9VB-ld37HWkvue9YdRK6wxJCM9eV7uFod3un6kiarAHN-8fSyyimqKwo1Z4sa0cTp2DvV7Q0bJNhuVr7tSTp0xYOmPdEzoDeNCXDcerTo/s1600/LSI+Global+Communication+Maturity+Model_Conscious+Growth.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Global Communication Maturity Model Language Solutions" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCbkt03YVGAb2GFQr5lPMbAqrD0NzXsbjEge9VB-ld37HWkvue9YdRK6wxJCM9eV7uFod3un6kiarAHN-8fSyyimqKwo1Z4sa0cTp2DvV7Q0bJNhuVr7tSTp0xYOmPdEzoDeNCXDcerTo/s320/LSI+Global+Communication+Maturity+Model_Conscious+Growth.jpg" height="240" title="" width="320" /></a></div>
<strong></strong><br />
<strong>How do I protect my brand identity in foreign markets? </strong><br />
It's normal at this stage that organizations try to go through local affiliates (this could be your distributor, employee within a local office, etc.) for basic translation needs as local affiliates know the needs of the audience, are knowledgeable of the subject and provide a low cost option over a translation vendor. However, local affiliates usually lack time to translate materials on time and brand consistency is often a concern. <br />
<br />
It's a challenge to control brand messaging and design standards over different local affiliates. Each have their own processes, resources and insights. We have seen with organizations in this stage, that decentralized efforts usually end up in dissatisfaction because decisions made at the local level do not align with the organization's expectations. <br />
<br />
We find that the <a href="http://langsolinc.blogspot.com/2008/11/centralizing-control-of-brand-messaging.html">centralization effort</a> is one of the first major efforts or organizations to think about process improvements in . Local affiliates are very useful in the process, but management of content and design needs to be controlled.<br />
<br />
<strong>What can I expect from my vendor at this stage?</strong><br />
Aside from managing dedicated subject matter experts in client specific teams, in the case of centralization, your translation vendor should be the catalyst for process improvement. Translation becomes a cycle of content management, terminology and translation management and review management where the translation vendor can play a central role. <br />
<br />
<em><strong>Also Read:</strong> </em><a href="http://langsolinc.blogspot.com/2009/09/global-readiness-audit.html"><em>Global Readiness Audit</em></a><em>; It's our assessment model to assess the organization's needs for process improvement efforts that make the most impact at each stage of maturity.</em><br />
<br />
Process management becomes a problem and a vendor should be able to control the process from release through translation, review and final product. Also, each step is managed so that the brand messaging is protected. There is an important role to play in understanding what could hurt the brand and how it should be managed from a design and terminology perspective. Vendors should be empowered with this information in order to manage and vendors should have excellent control over review processes with local affiliates and understand the dynamics at play.<br />
<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUkVxfq3pX8iFNNO_E90iHUhCqnTHq-28wNEd0evBVGK_Lp9VJOP_Vph5lkFVk7kEfH-ye-VdwWxseXlI-1dx3wK_CQJ6Ud4Mz0h5QIkzEGyWry1_TkAGyTF8KCOImAySXzVrPFRTUr30/s1600/Readiness-categories-in-org.gif" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUkVxfq3pX8iFNNO_E90iHUhCqnTHq-28wNEd0evBVGK_Lp9VJOP_Vph5lkFVk7kEfH-ye-VdwWxseXlI-1dx3wK_CQJ6Ud4Mz0h5QIkzEGyWry1_TkAGyTF8KCOImAySXzVrPFRTUr30/s320/Readiness-categories-in-org.gif" height="148" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Readiness Categories as it relates to <br />
management levels in the organization</td></tr>
</tbody></table>
Also, a vendor should help to start you on the path of standardization. Style guides are very useful at this stage to define what elements are part of the global brand vs. what elements are local and how they should be implemented consistently. Organizations should rely on their translation vendor to have a process in place and to suggest process improvements. We have defined clear objectives and processes in our <em>Language and Design Readiness Categories</em> that are directly applicable to this stage of growth.<br />
<br />
<strong>What input can I deliver in collaboration with my translation vendor to contribute to a positive outcome?</strong><br />
In <a href="http://langsolinc.blogspot.com/search?q=brand+messaging">earlier blog posts</a>, we've written that it is important to protect the brand messaging. Translation is almost becoming a threat to brand consistency if not managed well. With your trust that your vendor will handle the management of the translation process, a successful outcome cannot be achieved without a clear understanding of the brand and brand messaging. Collaboration early on is essential to establish an understanding of the organization's goals and desired outcomes. Also, management of people and expectations need to be communicated from the organization to all parties. Too often have we seen that organizations who cannot commit to the process end up back to managing decentralized efforts, or at least, growing cost inefficiencies. <br />
<br />
<strong>What processes do I optimize at this stage?</strong><br />
Considering that your translation vendor is trusted with most of the translation management, there are still processes that the organization can start to work on. In the Language and Design categories, we work to optimize the content and design creation process and make sure that the output is optimized for translation as well. Organizations should focus on small efforts with their writing staff and design team to plan projects ahead and standardize the output for translation. <br />
<br />
Global style guides are also a good start as well as Translation and Terminology management together with Corporate Glossaries. This is an asset building exercise that requires input from the organization as well. <br />
<br />
<strong>What are my risks?</strong><br />
<em><strong>Also Read:</strong> </em><a href="http://www.blogger.com/Also%20Read:%20Case%20Study:%20How%20low%20cost%20purchasing%20decisions%20come%20back%20with%20a%20bite."><em>Case Study: How low cost purchasing decisions come back with a bite</em></a><em>. This case study fits well with organizations at the Conscious level who manage repeatable projects. </em><br />
<br />
Here are some of the risk factors we identified at this stage:<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0T-C6XS_i6moQ0DLjdZyXbQ5W2rB1sEVhBq4sz5Dx-tWZjZe9pB-9XeMAFAQ9q7eJp94gjHJNvUEVxhn4-xwRlYjn9q6_TvaKn7xA7C1U7-WdwWp0x2_n4P82vOvmFCSjF5Bxbf1MVa4/s1600/LSI+Global+Communication+Maturity+Model_Conscious.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0T-C6XS_i6moQ0DLjdZyXbQ5W2rB1sEVhBq4sz5Dx-tWZjZe9pB-9XeMAFAQ9q7eJp94gjHJNvUEVxhn4-xwRlYjn9q6_TvaKn7xA7C1U7-WdwWp0x2_n4P82vOvmFCSjF5Bxbf1MVa4/s400/LSI+Global+Communication+Maturity+Model_Conscious.jpg" height="300" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Risk factors in Conscious Stage</td></tr>
</tbody></table>
Consider that at this stage, your commitment to translation is growing. Translation work can quickly take its own path without any consideration for your brand or product. Consider that your brand is worth protecting as it is the brand and quality of work that brought you this potential. By taking care of your brand at this stage with a dedicated translation vendor that can manage your centralization efforts early on and by supporting the process as much as possible, the risks at this stage can be mitigated. <br />
<strong></strong><br />
<strong></strong><br />
<div class="separator" style="clear: both; text-align: center;">
</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-51822872463306086402013-10-10T12:11:00.001-05:002015-03-12T12:25:07.781-05:00How to evaluate your buying decisions? - Ad-Hoc StageWe've <a href="http://langsolinc.blogspot.com/2013/08/localization-maturity-reactive-stages.html">blogged</a> about the stages of maturity and how buyers of translations could use it as a benchmark. As a buyer of translations, it is easy to get overwhelmed with information, especially at the Reactive Stages. Therefore, we've developed a few basic questions that may help to get a conversation started with LSPs when evaluating buying decisions at each level of maturity.<br />
<br />
Today, we'll cover the Ad-Hoc stage.<br />
<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhX_ZQXcJeuDJoGJJ_VAwqLVmI5DxEAZfAjN0t0BUxc-n-26VvfICJDx20qi7Qd5V_04ekwrxIv-_OCrnF59V683ryBLdrRQQH7EtVBfz3kdlwdtXSk8Sta4XcgPj6lNRIAZjBcvJp_HEg/s1600/LSI+Global+Communication+Maturity+Model_final_092513.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="Ad-Hoc Localization Maturity" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhX_ZQXcJeuDJoGJJ_VAwqLVmI5DxEAZfAjN0t0BUxc-n-26VvfICJDx20qi7Qd5V_04ekwrxIv-_OCrnF59V683ryBLdrRQQH7EtVBfz3kdlwdtXSk8Sta4XcgPj6lNRIAZjBcvJp_HEg/s400/LSI+Global+Communication+Maturity+Model_final_092513.jpg" height="300" title="Ad-Hoc Localization Maturity" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Excerpt from our Presentation on Localization Maturity</td></tr>
</tbody></table>
<strong>Ad-hoc
Stage</strong><strong></strong><br />
The Ad-hoc stage is the first stage of maturity. Organizations at this stage are beginning to respond to international (or domestic foreign language) market demands. <br />
<br />
Buying translations is a black-box to many. Because buyers cannot evaluate the value points when they purchase translations at this stage, price is the only factor to fall back on when evaluating buying decisions.<br />
<strong></strong><br />
<strong>1. Why is there a price difference in my quotes and how should I evaluate the price difference? </strong><br />
Even at the basic level you should ask critical questions about what is quoted, why you get these services and how it would affect your outcomes. Is translation just based on word count or are there other critical processes that I should keep in mind, such as review and project management. What service level do I expect? What are my timeframe options? How can I be sure that the translation is done by a qualified team and how does the LSP evaluate this? How can I be sure that my project is evaluated and I don't end up with costly out-of-scope work?<br />
<br />
<u>Recommended read:</u> We've written before about evaluating price differences in a previous post called "<a href="http://langsolinc.blogspot.com/2009/02/understand-what-you-buy.html">understanding what you buy</a>."<br />
<br />
<strong>2. What should I expect from my Language Service Provider (LSP) at this stage? </strong><br />
Translation could be a long-term commitment. When organizations start to support foreign language speakers with translated content, that creates a commitment. What will your LSP do today to make your project a success and what can you expect when you go back to them for more work? Are LSPs building assets for you like Translation Memory and Glossaries and do they share these with you? Do they care to explain how these assets can help your organization? Are they interested to help you move up the maturity levels; are they knowledgeable about your industry and interested to learn about your organization, goals and objectives?<br />
<br />
<strong>3. What risks are there to my project's outcome?
</strong><br />
<br />
At this stage, project outcome is the main concern. Even though the project may seem small, investing your time and effort to do this right at the start can not only bring a positive start in reaching out to your second language audience, it also is a positive start for your organization to start with translation. <br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgIoNSZA8fRpoTUhD8qPsMqb6GGb9KG_3UzJwRqB8WYTJBNkVtalz-SbB0OlytvJd3THClFYXE7ZxCKL4N0kToCPs_KlS2k99JEVRHEHQ0bwX8obYi71c1SvEUp6sOh2Kp2LXVK071Ru8A/s1600/mcdonalds.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgIoNSZA8fRpoTUhD8qPsMqb6GGb9KG_3UzJwRqB8WYTJBNkVtalz-SbB0OlytvJd3THClFYXE7ZxCKL4N0kToCPs_KlS2k99JEVRHEHQ0bwX8obYi71c1SvEUp6sOh2Kp2LXVK071Ru8A/s320/mcdonalds.jpg" height="133" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><div align="center">
<span class="userContent">A display advertisement by McDonalds went viral. </span></div>
<div align="center">
<span class="userContent">A proof by a Project Manager after this went to layout should have caught that the Hmong </span><span class="userContent">translation had <strong>no spaces in it</strong>. </span><span class="userContent">This is a case of a translation </span><span class="userContent">company just getting a translation and not even looking at it. </span></div>
</td></tr>
</tbody></table>
No matter how small a project, each communicated piece is a purposeful effort to reach an intended audience. Start a conversation with your LSP about your audience and what your goals and objectives are. Does your LSP ask in-depth questions about that the content in relation to the intended audience and are they able to talk intelligently about the subject? <br />
<br />
Translation gaffes often involve small things and where risk does not seem to be so apparent. Often, the smaller projects are the most complex projects. The risk of a bad outcome in - for instance - a work safety manual is very apparent. But a seemingly innocent and relatively simple and creative Coca-Cola project with random words ended up in a <a href="http://www.nbcnews.com/business/lost-translation-coke-apologizes-offensive-bottlecap-4B11233764">marketing debacle</a> for this large organization. <br />
<br />
That also brings another point about risk and maturity levels: even large international organizations may not always be a mature buyer of translation services. Even though Coca-Cola has done some very innovative advertising with their name in foreign languages (name and brand = risk) and other work that we have posted on <a href="https://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&ved=0CCwQFjAA&url=https%3A%2F%2Fwww.facebook.com%2FLanguageSolutionsInc&ei=CsZWUqzwG4Tg8AS6iIEY&usg=AFQjCNEEB7FxhDMw6ADj1T3kgWEwNCbmLw&sig2=6SnfbPDaym3ti3V7MF8SdQ&bvm=bv.53760139,d.eWU">our Facebook page</a>, this effort clearly showed buyer immaturity and lack of project management. <br />
<br />
<strong>In conclusion</strong><br />
Use these 3 questions to discern the value of what you are getting from their translation project and move beyond the price evaluation alone. Understand that even at this stage of maturity, a translation project has value to your audience and your organization. <br />
<br />
<ul>
</ul>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-43160572061577105092013-09-10T10:58:00.000-05:002015-03-12T12:26:20.396-05:00How maturity models shaped our thinking...<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;"><o:p>In previous posts, we have written on the Localization Maturity Model that is being talked about in our industry. We have written on the maturity of suppliers as well as buyers. Today, we take a look at other maturity models that influenced our development of the <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/" target="_blank">Global Communication Maturity Model</a>.</o:p></span><br />
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<span style="font-family: inherit;">
<br />In our model, we identified 2 stages of growth where conflict is at its highest point in the maturity of an organization: Brute-force
and High-risk.
The brute force stage is where conflicts start to impact project efficiencies.
This is often a trial and error stage, but with potential long term effects as
we have seen with organizations who have fallen back to low budget models as a method
to control costs, without any return on the investment that they made beforehand. <o:p></o:p></span></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<span style="font-family: inherit;">Rather
than downplaying these conflicting stages of growth by focusing on ideal
situations, we emphasize and recognize these stages as
natural progressions of growth. We feel this is a departure from other models as
we embrace the conflict and define these stages as crucial success points on
the maturity model and ones that an organization must go through. It's the journey that can be impacted though... </span><br />
<span style="font-family: inherit;"><br /></span>
<b><span style="font-family: inherit;">Capability Maturity Model</span></b></div>
<div class="separator" style="-ms-text-justify: kashida; clear: both; line-height: normal; margin: 0in 0in 10pt; text-align: center; text-kashida: 0%;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzOnPZjrFdmELH0uewyR4Eg1m0RoMk8S9jnxsEOKRT_aU1-cOgopjIsc9QLbYlYUqxhj0sm359K9bpQKjSi8ile21qhtaPbaTNK3DrZaZd9dS8ZH08OkDFKsC70nrOfmIGZzh1KM6qj-Ha/s1600/CMM2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Maturity Model" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzOnPZjrFdmELH0uewyR4Eg1m0RoMk8S9jnxsEOKRT_aU1-cOgopjIsc9QLbYlYUqxhj0sm359K9bpQKjSi8ile21qhtaPbaTNK3DrZaZd9dS8ZH08OkDFKsC70nrOfmIGZzh1KM6qj-Ha/s320/CMM2.jpg" height="208" title="" width="320" /></a></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
The development of our Global
Communication Maturity Model was inspired by the Capability Maturity Model that
was used in the software industry.<span style="mso-spacerun: yes;"> </span>The
Capability Maturity Model was based on a set of structured levels <span lang="EN" style="mso-ansi-language: EN;">that
describe how well the behaviors, practices and processes of an organization can
reliably and sustainably produce required outcomes.</span><span lang="EN"> </span></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYwpl4a2we8hL1gsKW0o2FPY8WVAhrjvzEOg-5YYimndNDcXVhxIQpBbfgb579vf15r69b19Ngmj8MblBtVERyTGBfn_NrTI-SMlgZ9B5yXn5QtHlGkbbZMeVtX7kPSsQTdHNcs8DuZNWu/s1600/cmmi_people.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYwpl4a2we8hL1gsKW0o2FPY8WVAhrjvzEOg-5YYimndNDcXVhxIQpBbfgb579vf15r69b19Ngmj8MblBtVERyTGBfn_NrTI-SMlgZ9B5yXn5QtHlGkbbZMeVtX7kPSsQTdHNcs8DuZNWu/s320/cmmi_people.jpg" height="204" width="320" /></a></div>
From
there, the People Capability Maturity model evolved, where the human asset was
placed at the central focus of continuous improvement efforts. Both models
provided a foundation for our Global Communication Maturity Model.<br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUvf72JbK9TZo42jq73pTZc4pMHfQJL29-JS5KtTI-ZkH8xc7dJ6UtxzNE3xAIqTbfJhp_-A8jV_G-Prirz8HpznzcZDb2PX4S_D2ET5whjJsDgdFbHCIV63BXwQ5jLuAgYAyIYc1IhC38/s1600/Readiness-categories-in-org.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Global Readiness areas" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUvf72JbK9TZo42jq73pTZc4pMHfQJL29-JS5KtTI-ZkH8xc7dJ6UtxzNE3xAIqTbfJhp_-A8jV_G-Prirz8HpznzcZDb2PX4S_D2ET5whjJsDgdFbHCIV63BXwQ5jLuAgYAyIYc1IhC38/s320/Readiness-categories-in-org.gif" height="148" title="" width="320" /></a></div>
Our idea
was to come up with a similar benchmark model for our industry by which we
could identify where a company is located on the maturity model and define key
processes, objectives and metrics at each level to manage the localization
process and growth. We had to look not only at the organization but at the individuals/departments/divisions/executive management within those organizations. We all know that we don't deal with organizations.....we deal with people in those organizations! (<a href="http://clicktotweet.com/YufHE" target="_blank">Tweet this!</a>) In the model to the right, we align the readiness areas of our objectives for maturity with the people areas within an organization.</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<b>Reactive....not Proactive</b></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSuomaWk3mvoCR9aT6hMkyHn5dUoDFPMzuK1mbjFmlMfRmh6brynBQkqbGofvRBaoNDBiMlqA6jNKSR3z0WM-5rSBIAhwWiZvG8nYr1wWlLbwYHt2HOkOzNTnn569mOyuGSul0aMDKRa6Y/s1600/GCMM+slide2.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="global communication maturity model" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSuomaWk3mvoCR9aT6hMkyHn5dUoDFPMzuK1mbjFmlMfRmh6brynBQkqbGofvRBaoNDBiMlqA6jNKSR3z0WM-5rSBIAhwWiZvG8nYr1wWlLbwYHt2HOkOzNTnn569mOyuGSul0aMDKRa6Y/s320/GCMM+slide2.jpg" height="244" title="" width="320" /></a><br />
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<span style="font-family: inherit;"></span><span style="font-family: inherit;">Our model really focuses on the reactive stages (the first 4 stages of maturity). Buyers of translation services from 80% of organizations are most likely to overspend, impact quality and customer satisfaction. (<a href="http://clicktotweet.com/8kep7" target="_blank">Tweet this!</a>) It is these buyers/organizations who can benefit most from prioritized strategies and objectives. These are the companies that will most likely benefit from best practices in the localization industry.</span><br />
<span style="font-family: inherit;"><br />Even very large companies working with software localization and experiencing higher levels of maturity may not have this level of maturity throughout their whole organization. Many times, it is within one part of the organization but has not spread throughout. <em>It reinforces the idea too that there really is no such thing as a mature business.</em></span></div>
</div>
</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<br />
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<span style="font-family: inherit;"><strong>Natural Conflict Arises:</strong> Organizations that experience larger volumes of translation needs also have a growing awareness of the costs involved. Project inefficiencies also start to
compound as volume grows and it negatively impacts the decisions that are made
to move projects forward. Based on research and in our experience, a
sustainable growth model or maturity model is not self-evident to organizations and the people within them. At some point
of growth, conflicts arise between budget, time and quality needs. <o:p></o:p></span></div>
</div>
</div>
</div>
<span style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
The goal
of our model is to help buyers get through the stages of maturity and invest in
their translation and localization processes as it fits their business needs. A
maturity model can help buyers to see the road ahead and understand the goals
that they have in mind as their needs grow. Most importantly, when buyers enter
the brute-force stage, it is important to manage expectations ahead of time
because growth undoubtedly will lead to conflict if expectations are not
managed. <o:p></o:p></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<o:p></o:p><br /></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
Organizations can be more proactive to look at the leading indicators that can influence their maturation rate and the pains that come along with it. Too many organizations focus on the lagging measures such as profit, ROI, etc. When you determine the lagging measures, there is nothing you can do about them. Common sense would tell us we need to go back and examine our historical markers as to how we got there.......</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
</div>
<h2 class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
A Word to Language Service Providers</h2>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
We know that there are other LSPs out there that do want to help organizations succeed. There is going to have to be a shift in our industry and a focus on helping organizations in the reactive stages. You may think that it is only the smaller companies who are in these reactive stages of maturity but a Watson Wyatt study found that 80% of organizations do not have a documented global communications strategy. It can be any size of organization and you can probably see your own clients there. What can we do together? We have tools that we have developed and are willing to share if you are an LSP that can effectively help your client. Give us a call or email and let's talk ....</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
<o:p></o:p><br /></div>
<br />
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: justify; text-kashida: 0%;">
</div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
<o:p></o:p><br /></div>
<div class="MsoNormal" style="-ms-text-justify: kashida; line-height: normal; margin: 0in 0in 10pt; text-align: left; text-kashida: 0%;">
</div>
</div>
Melissa Wursthttp://www.blogger.com/profile/16989277041326973628noreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-14643110964240673842013-08-13T14:30:00.002-05:002016-07-13T10:19:37.514-05:00Language Service Providers: Are you mature enough?<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">The Translation Industry (aka Localization Industry) is one that has a relatively low barrier to entry. Anyone can enter this industry and set up shop as a translation company. These new companies may have little knowledge of process or technologies and they may help in reinforcing the buyer's perception that translation services are a commodity purchase. This low barrier to entry also indicates that the industry as a whole has no common platform of quality standards on which to operate. <br /><br />In 2008, after working with a consultant and thinking of this idea of "buyer maturity", a team of us set out and tediously researched various maturity models and other standards such as the </span><a href="http://en.wikipedia.org/wiki/Capability_Maturity_Model" target="_blank"><span style="font-family: inherit;">Capability Maturity Model</span></a><span style="font-family: inherit;">, the </span><a href="http://en.wikipedia.org/wiki/People_Capability_Maturity_Model"><span style="font-family: inherit;">People Capability Maturity Model</span></a><span style="font-family: inherit;"> (because it's not just the organization but the people within the organization), the </span><a href="http://www.blogger.com/Process%20Maturity%20Model"><span style="font-family: inherit;">Business Process Maturity Model</span></a><span style="font-family: inherit;">, the </span><a href="http://www.astm.org/Standards/F2575.htm"><span style="font-family: inherit;">ASTM Quality Standard on Translation</span></a><span style="font-family: inherit;">, and the </span><a href="http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=2&ved=0CDcQFjAB&url=http%3A%2F%2Fot2009.files.wordpress.com%2F2009%2F05%2F5-lisa-best-practice-guide.pdf&ei=K2AKUs7JLc_q2wWM3IHQDg&usg=AFQjCNFaa0v3NwvPttfWDNuEmOnBMa0Ndw&sig2=hUqMiM_LJMf5Bo"><span style="font-family: inherit;">LISA Best Practices Guide</span></a><span style="font-family: inherit;">. <o:p></o:p></span><br />
<span style="font-family: inherit;"><br />We developed the </span><a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/"><span style="font-family: inherit;">Global Communication Maturity Model</span></a><span style="font-family: inherit;"> and then set out to identify a process management system for our industry with defined objectives, analysis, KPIs and measures, all set in a balanced scorecard framework.<span style="mso-spacerun: yes;"> </span>We are also heavily involved in </span><a href="http://www.nist.gov/baldrige/"><span style="font-family: inherit;">Baldrige Performance Excellence</span></a><span style="font-family: inherit;"> and the balanced scorecard framework is second nature to us and seemed the right fit for this framework in order to provide our clients with a developed program to avoid the risks inherent in their own maturation.</span><br />
<span style="font-family: inherit;"><br />At that time, unbeknown to us, Common Sense Advisory had offered a framework for buyers of translation services to consider in 2006, the </span><a href="http://www.commonsenseadvisory.com/Default.aspx?Contenttype=ArticleDetAD&tabID=63&Aid=370&moduleId=391"><span style="font-family: inherit;">Localization Maturity Model</span></a><span style="font-family: inherit;">.<span style="mso-spacerun: yes;"> </span>Imagine our surprise when we came upon it about a year after we had been deep in our research.<span style="mso-spacerun: yes;"> </span>However, lately, it seems to have resurged in the news in our industry so with that, it is also a good time to highlight the research we have done and offer to not only buyers of translation services but also to LSPs out there who also work with this mindset and want to do more in the industry to move buyers through the model.<o:p></o:p></span><br />
<br />
<span style="font-family: inherit;">An interesting </span><a href="http://www.translationdirectory.com/articles/article1414.php"><span style="font-family: inherit;">blog post by Jörgen Danielsen</span></a><span style="font-family: inherit;"> from 2006 shares some interesting insights in reaction to the emergence of the Localization Maturity Model (LMM) at that time and how it could help the industry to overcome the lack of quality standards. He argues that the progression on the buyer side as a factor of success might also assume that there is a certain level of maturity on the supplier side. </span><span style="font-family: inherit;">He states further that the Localization Maturity Model could provide understanding between buyer and vendor in relation to the quality that is desired at different stages of maturation. <br /><br />Bert Esselink also wrote </span><a href="http://www.gala-global.org/articles/buying-maturity-localization"><span style="font-family: inherit;">in reaction to the LMM</span></a><span style="font-family: inherit;"> that "buyers of localization should really look at their procurement model and make informed decisions at different stages of maturation." </span><br />
<br />
<span style="font-family: inherit;">That was back in 2006 and progress, as well as news on buyer maturation, has been very slow. Our industry has mostly been preoccupied with technology disruptors like Machine Translation and crowd sourcing as a common threat to, and subsequently defined as a differentiating opportunity, in our industry. <o:p></o:p></span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">Most likely, the biggest reason for lack of progress is that there are plenty of buyers out there who still do not know what to ask for when it comes to buying translation services. We've written earlier in blog posts since 2008 on buyer maturation and have offered tools, analysis, perspectives and case studies <span style="mso-spacerun: yes;"> </span>with: </span><a href="http://langsolinc.blogspot.com/2009/02/understand-what-you-buy.html"><span style="font-family: inherit;">Understand What You Buy</span></a><span style="font-family: inherit;">, </span><a href="http://langsolinc.blogspot.com/2008/09/number-of-factors-affect-organizations.html"><span style="font-family: inherit;">Too much focus on lagging measures</span></a><span style="font-family: inherit;">, </span><a href="http://langsolinc.blogspot.com/2009_09_01_archive.html"><span style="font-family: inherit;">Global Readiness Audit</span></a><span style="font-family: inherit;"> and our personal favorite, </span><a href="http://langsolinc.blogspot.com/2009/01/bring-on-pain-when-translation.html"><span style="font-family: inherit;">Bring on the pain! When Translation matters....it's too late!</span></a><span style="font-family: inherit;"> <o:p></o:p></span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">Esselink hinted at this lack of progress in his blog in 2006. "If there is no common understanding of what the cost drivers are of translation services, how can we ever expect buyers to compare apples to apples?" Some companies, however, do move beyond the price per word models and are getting a better understanding of cost factors. However, we have learned that even the most detailed client RFPs lack realistic expectations. Somewhere in the learning process, the client has misunderstood the important cost, quality and turnaround factors and how to evaluate these in relationship to each other.</span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">The nice thing about RFPs is that you usually get to see questions from other LSPs as well. A recent RFP with a big Fortune 500 company revealed that our competing LSPs simply had no insightful questions to ask. While there were technical questions about payment terms and others about some erroneous omissions in the RFP regarding word count and various assumptions, we could honestly say that we were the only LSP to ask demanding questions about their level of understanding of the "cost, quality and turnaround" expectations. We attributed more than 50% of all questions came directly from us. <strong><em>Perhaps our industry is tired of explaining the value of what we do. We're talking....is anyone out there listening?</em></strong></span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">In Danielsen's blog, Jorgen argues that the success of localization and optimization of translation processes is not only a factor of the Localization Maturity of a buyer, but also the Localization Maturity of the vendor (the LSP). <strong><em>So buyers....start asking this question to LSPs - "Where are you on the Maturation Model?"</em></strong></span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">We are really excited to see that now, in 2013, others in our industry are starting to talk more about this.<span style="mso-spacerun: yes;"> </span>Is this enough?<span style="mso-spacerun: yes;"> </span>What can we do collectively?<o:p></o:p></span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">Consider that the top 10 Google search results for "Localization Maturity" include the two blogs from 2006 that we mentioned earlier. Their insightful questions still stand as something to be determined in our industry: </span><br />
<br />
<div style="margin-left: 0.5in; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-indent: -0.25in;">
<span style="font-family: inherit; mso-list: Ignore;">1. Can we as an industry help buyers to become more sophisticated in their procurement of localization? (<a href="http://clicktotweet.com/B1U1c" target="_blank">Tweet this!)</a> and</span></div>
<span style="font-family: inherit;"></span><br />
<div style="margin-left: 0.5in; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-indent: -0.25in;">
<span style="font-family: inherit;">2. Can Localization Maturity be the answer to realistically define quality in our industry to our clients? </span></div>
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">Common Sense Advisory is currently offering training to LSPs to teach them to approach buyers of translation services with this maturity model.<span style="mso-spacerun: yes;"> </span>At this time, it appears that it is being adopted by LSPs who are willing to pay the membership fees to attend their training or a conference, but this may certainly be cost prohibitive to many small to medium sized LSPs (the bulk of the industry) who are still influencing buyer perceptions. </span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">While many LSPs may walk away with the entrée to offer to their prospects (the maturity model which is the framework for clients to assess their current maturity), there are no 'side dishes' being offered to the LSPs to give companies the tools to do assessment, a framework of objectives, a road map of key process areas to focus on, etc.<span style="mso-spacerun: yes;"> There is definitely thought leadership in this area from LSPs, but it takes time to develop and document these things when you are not paid to develop them unless hired as a consultant by the organization that is in a pain point on the maturation model. </span></span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">What can we do collectively?<span style="mso-spacerun: yes;"> </span>There are other process minded LSPs that are out there that may have developed programs and tools that they offer their clients.<span style="mso-spacerun: yes;"> Why can't we come together and form a new niche in the industry? </span>What can we do to change the status quo and not only move organizations through maturation with less risk and change their perceptions that come along with that but also set out and proclaim our status as Mature Suppliers.</span><br />
<br />
<span style="font-family: inherit;"><span style="mso-spacerun: yes;"></span>We're willing to share what we have developed......who is with us on this? We are seeking those LSPs that have a customer first culture, those that have agility and those who want to help organizations succeed with the knowledge we have developed.\</span><br />
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;">Read our follow up post on LSP Maturity here:</span><br />
<span style="font-family: inherit;">http://www.langsolinc.com/lsp-maturity-ideal-customer-profile/</span><br />
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;">
</span>Unknownnoreply@blogger.com3tag:blogger.com,1999:blog-3986766459849584212.post-54182721664362571642013-08-09T15:04:00.001-05:002015-03-12T12:27:18.403-05:00Localization Maturity - The Reactive Stages in depth<div style="text-align: left;">
Organizations can use the Maturity model as a benchmark to see the growth model that they will go through when using global communications. This model can help organizations see that they are not alone and do not have to start from scratch on defining all the key processes on their end that put them at risk during their growth.</div>
<div align="left" style="text-align: center;">
<br />
Scroll through our presentation to learn more:</div>
<div align="left" style="text-align: center;">
</div>
<div style="text-align: center;">
<iframe allowfullscreen="" frameborder="0" height="421" marginheight="0" marginwidth="0" mozallowfullscreen="" scrolling="no" src="http://www.slideshare.net/slideshow/embed_code/25101943?rel=0" style="border: 1px solid rgb(204, 204, 204); margin-bottom: 5px; max-width: 512px;" webkitallowfullscreen="" width="100%"> </iframe> </div>
<div style="margin-bottom: 5px; text-align: left;">
<strong> <a href="http://www.slideshare.net/Languagesolutions/lsi-global-communication-maturity-model-reactive-25101943" target="_blank" title="LSI Global Communications Maturity Model">LSI Global Communications Maturity Model</a> </strong> from <a href="http://www.slideshare.net/Languagesolutions" target="_blank"><strong>Language Solutions Inc</strong>.</a> <br />
<br />
There are some language service providers that are starting to adopt Common Sense Advisory's <a href="http://www.gala-global.org/articles/localization-maturity-model" target="_blank">Localization Maturity Model</a> in their approach with new or existing clients. Our model goes more in depth through the first four stages as 80% of organizations are somewhere in these 4 stages. As an assessment tool to help our clients, we developed the Global Communications Readiness Audit to help them identify the key objectives and areas in their organization on which to focus at a particular time.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiGnpMV-9QP5QOF6nYEndx3tL84paKZIqgKejslOWQnCHQfc02GJsR0olhjw-SnLsuKYZ00A1vqlnwCVJKTMcgEOYGG70zlJhGnjbhmOcOVgYlv-eKjDnhuYFTNXjSNI79zSrw2HDHacv5H/s1600/Readiness-categories-in-org.gif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="global readiness areas" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiGnpMV-9QP5QOF6nYEndx3tL84paKZIqgKejslOWQnCHQfc02GJsR0olhjw-SnLsuKYZ00A1vqlnwCVJKTMcgEOYGG70zlJhGnjbhmOcOVgYlv-eKjDnhuYFTNXjSNI79zSrw2HDHacv5H/s320/Readiness-categories-in-org.gif" height="148" title="" width="320" /></a></div>
<div style="margin-bottom: 5px; text-align: left;">
</div>
<div style="margin-bottom: 5px; text-align: left;">
An organization does not need to hire an LSP as a separate consulting firm to come in for indefinite periods of time and define objectives. Other LSPs may have good ideas and best practices to share with you but organizations really need a documented standard in place. In 2009, we developed a Balanced Scorecard for the Industry with 20 key objectives along with measures, KPIs and a SWOT analysis. This is the standard that organizations can begin using to save cost and time and begin innovating.<br />
<br />
Let us know if you would like to start the conversation to see if we would be the right fit for you and your organization.</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-71594981776716284832013-06-17T15:14:00.002-05:002015-03-12T12:29:10.603-05:00A Closer look at ObjectivesWe have created objectives for buyers of translation services in our <span id="goog_1110951337"></span><a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">Global Communication Maturity Model<span id="goog_1110951338"></span></a>, our adaptation of the <a href="http://bit.ly/12EJDfV">Localization Maturity Model</a>. Here is one of the twenty objectives:<br />
<strong></strong><br />
<strong>Objective:</strong><br />
<h3 class="MsoNormal" style="margin: 0in 0in 0pt;">
<span style="color: #0c343d;">Eliminate
redundant steps in the process of developing source copy.<o:p></o:p></span></h3>
<br />
Sounds pretty simple, eh? Whenever we review this objective to make it more relevant, we find that this objective still resonates with us the way we wrote it 5 years ago. It is about drilling down to those 20 most important and key processes.<br />
<br />
This objective was formulated to help buyers of translation services understand the impact of their source copy development on the translation process and costs. If they can more effectively develop their source copy, leverage from previously written content and in a way where content can be developed for different types of media, the translation process will also go a lot smoother.<br />
<br />
To expand on this objective, we also make it more useful by adding specific action items and metrics that are relevant in specific stages of maturation. Those action items and metrics are not formulated around one specific technology, but rather the processes and the efficiencies that we are trying to reach and that companies can put into action right away.<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh-PvxgoXlO_p67WUV5kzyRLGDH94S21O0AjiLnwzL4OqXtB3zlGl_AV5Ok-M4MwhstGHoRpf3hhjf-oawpf6KQxOaIdpVDtS2_fywuixi8M2PDsBIEUeMF_zDIx_57RGZxk_n55zrdYZEn/s1600/lsi%2520grs_7-2008%2520400.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Translating language of numbers" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh-PvxgoXlO_p67WUV5kzyRLGDH94S21O0AjiLnwzL4OqXtB3zlGl_AV5Ok-M4MwhstGHoRpf3hhjf-oawpf6KQxOaIdpVDtS2_fywuixi8M2PDsBIEUeMF_zDIx_57RGZxk_n55zrdYZEn/s320/lsi%2520grs_7-2008%2520400.jpg" height="196" title="" width="320" /></a></div>
<br />
Technology improvements have made it possible for more small and midsize companies to consider source authoring as a way to improve the process of developing source copy. Our action items were written around the identification of the process workflow and bottlenecks to identify the most important points of improvement. It is the organization's responsibility to find a solution that fits their needs, but we can help organizations assess whether a source authoring tool has the capabilities that also help them get content out that flows more efficiently through our work process as well. <br />
<br />
These objectives are great starting points for companies to start thinking about optimizing their processes for translation and localization, without losing focus on the overall objectives of the company. All objectives (20) are defined around the perspectives of the <a href="http://www.langsolinc.com/translation-quality-standards/global-readiness-scorecard/">balanced scorecard</a> and can be integrated into an organization's own balanced scorecard. Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-35373982584279459252013-05-24T10:40:00.001-05:002015-03-12T12:29:49.841-05:00Moments of TruthThere are several critical times during a customer’s relationship where a decision is made – by the customer – to continue or discontinue interacting with a company. Each industry has its own unique interactions.<br />
<br />
We call these "moments of truth" and how a company interacts with the customers can significantly increase (or decrease) the long-term viability of that relationship. Identifying and anticipating those points of clarify is critical to maintain and grow that customer relationship.<br />
<br />
<i>Here are our Moments of Truth for our customers. Do you know yours?</i><br />
<br />
<span style="color: #073763;"><b>Our 5 Critical Customer Experiences - Moments of Truth</b></span><br />
<br />
<b><span style="color: #073763;">The "Make me look good" Moment - Precision you can count on...</span></b><br />
That moment where we are able to help a client out by finding something that should be corrected in their source materials and that they may have missed themselves and it is critical to the project. This may be a typo, phrasing for clarification, formatting issues, etc. The "Make me look good" moment can also save the client on costs by finding issues that may have caused costly rework at the end. <br />
<br />
<i><b>This is often expressed by the client as "great catch!"</b></i><br />
<br />
<b><span style="color: #073763;">The "Make me feel important" Moment - Service you can count on...</span></b><br />
<span style="font-family: "Calibri","sans-serif"; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-fareast-font-family: "Malgun Gothic"; mso-fareast-language: KO;">Our clients know who their personal account manager
is but</span> can talk to anyone in our organization about their account and get answers and resolution. Whether you are a new customer, sporadic customer or frequent customer, our customer service is always the same. We realize that each company and person has unique requirements and we provide customer service based on those unique needs. No question is a stupid question.<br />
<br />
<b><i>This is often expressed by the client as "you treat me so good"</i></b><br />
<br />
<b><span style="color: #073763;">The "Show Me" Moment - People you can count on...</span></b><br />
<span style="font-family: inherit;">That moment where we can demonstrate our accountability for the accuracy of the work provided.
</span><br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: inherit;">This may be during a client </span><span style="font-family: inherit;">linguistic review process or
during a non-conformity in a project. This is where the trust in LSI is
challenged and we are able to retain or gain their trust though our processes
</span><span style="font-family: inherit;">and/or detailed analysis. </span><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhwmu-3816q-zfeTVlTVq1HK651h31C-fn6wT12vO_uNaj8zXd1ehBKwxBMszz0bGke5KBsUsmoHW7ZiIWHSCkmHnx1GpPRtbZAUa-d7nmwoLjefN1RvSJHGYquGkrXbjpIKngLJ9xS8135/s1600/Tagline+-+banner2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Language you can trust " border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhwmu-3816q-zfeTVlTVq1HK651h31C-fn6wT12vO_uNaj8zXd1ehBKwxBMszz0bGke5KBsUsmoHW7ZiIWHSCkmHnx1GpPRtbZAUa-d7nmwoLjefN1RvSJHGYquGkrXbjpIKngLJ9xS8135/s1600/Tagline+-+banner2.jpg" height="65" title="" width="320" /></a></div>
<br />
<i><b>This may be identified by clients in their own acknowledgement of their accountability in the process.</b></i></div>
<span style="font-family: inherit;">
<b><span style="color: #073763;">The "Dream Team" Moment - Passion you can count on...</span></b></span><br />
<span style="font-family: inherit;">That moment when our client can count on us to step in and become part of their team in a conference call, pre-project analysis, client meetings, etc. LSI recognizes that it is a privilege to be part of that team as well as the responsibility to share in the client's success. There are key experiences that lead to this moment: Personal friendships may be formed, the individual client may become a champion for our services in their organization, or the client has experienced personal growth/learning because of our support.</span><br />
<br />
<b><i>This may be identified by clients in their description of us "partners" or as "a part of us"</i></b><span style="font-family: inherit;"><br />
</span><br />
<span style="color: #073763; font-family: inherit;"><b>The "Maturation" Moment - Language you can trust...</b></span><br />
<span style="font-family: inherit;">That moment when our collaboration with the client<span style="font-family: "Calibri","sans-serif"; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-fareast-font-family: "Malgun Gothic"; mso-fareast-language: KO;"> has caused a shift in the client's opinion and the client places priority on
the processes around translation. The client understands the importance of the process vs. translation itself. In this sense, the client can be integral in moving the company towards the next maturation stage on the <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">Global Communications Maturity Model</a>.</span></span><br />
<span style="font-family: inherit;"></span><br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-35125834012120605182013-05-21T08:54:00.000-05:002015-03-12T12:30:28.772-05:00Our experience with the localization maturity model <span style="font-family: inherit;">Our <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">Global Communication Maturity Model</a> - like the <a href="http://www.commonsenseadvisory.com/AbstractView.aspx?ArticleID=1371">Localization Maturity Model (LMM)</a> - shows
a natural evolution of maturity of a buyer. We know that this growth will only
happen if translation services become of an increasingly important strategic factor for growth. </span><br />
<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhqzOAglVaQgOfDTm5Xu6uefpq50tx9GzQ_Qs-kyCX7s8aaMlX8yyATK8DZ358mh38tDKpMQ7wWiXrTz_epuNkT_66jpzDlHaxEHGUwMxsYkIgMQCbkYK_b1RcbeeLwyGUlc9GocmfKco0/s320/gcmm%252520copy%255B1%255D.jpg" height="174" style="margin-left: auto; margin-right: auto;" width="320" /></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Global Communications Maturity Model</td></tr>
</tbody></table>
<span style="font-family: inherit;">Our research was predicated on the industry assessment that many organizations tend to overspend on translations as they grow. There is a clear opportunity for LSPs to provide additional customer service by focusing on 80% of translation buyers that are at the beginning 4 stages of maturity in the maturity model. </span><br />
<u><span style="font-family: inherit;"></span></u><br />
<u><span style="font-family: inherit;">Why buyers fail to move up
the maturity level<o:p></o:p></span></u><br />
<span style="font-family: inherit;">
In our experience, these are
some of the leading factors within the buying organization:</span><br />
<ul>
<li><span style="font-family: inherit;">
Lack of organizational support (translation is not deemed important enough)</span></li>
<li><span style="font-family: inherit;">Lack of time (inadequate job responsibility; no dedicated localization manager in house; unrealistic deadlines)</span></li>
<li><span style="font-family: inherit;">Lack of understanding (no insight into the cause/effect of their own processes on the translation process)</span></li>
<li><span style="font-family: inherit;">Lack of information sharing (buyer/vendor relationship structure; lack of proper follow-up</span></li>
</ul>
<div class="MsoNormal" style="margin: 0in 0in 6pt; mso-list: l3 level1 lfo1;">
<span style="font-family: inherit;">Without any intervention in this growth process, a buyer can lose its control over the costs of translation. (<a href="http://clicktotweet.com/s6E1a" target="_blank">Tweet this!</a>)</span></div>
<u><span style="font-family: inherit;"></span></u><br />
<u><span style="font-family: inherit;">How LSPs fail to help buyers
move up the maturity level<o:p></o:p></span></u><br />
<span style="font-family: inherit;">
Barriers for LSPs to help
buyers:</span><br />
<ul>
<li><span style="font-family: inherit;">
Lack of process (documented process to identify, analyze and implement process improvements on the buyer's side)</span></li>
<li><span style="font-family: inherit;">Lack of understanding of client process, goals and objectives (relationship)</span></li>
<li><span style="font-family: inherit;">Lack of vision (too much focus on the translation process)</span></li>
</ul>
<span style="font-family: inherit;">These barriers are not easy to
overcome, but they are necessary to maintain a relationship with their client as they
grow into the next stage of maturity. </span><br />
<span style="font-family: inherit;">
</span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<b><span style="font-family: inherit;">How LSPs can help buyers move
up the maturity level<o:p></o:p></span></b></div>
<span style="font-family: inherit;">
A collaborative effort between
buyer and LSP, especially at the early stages of maturity, is essential to
meaningful improvements (<a href="http://clicktotweet.com/B3QsM" target="_blank">Tweet this!).</a> This is where the balanced scorecard approach is an
excellent tool to establish goals and objectives that not only address our
responsibilities, but also looks at the buyer's responsibility to protect their
goals and objectives in their own processes. </span><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://www.langsolinc.com/cf/LANGUAGE/ContentFiles/Processes%20for%20GCMM.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://www.langsolinc.com/cf/LANGUAGE/ContentFiles/Processes%20for%20GCMM.png" height="109" width="320" /></a></div>
<span style="font-family: inherit;">An LSP can help a buyer by reminding them of the impact of changing requirements and at the same time providing them with insight
into improvements that are meaningful to the goals and objectives that the
client has.</span><br />
<span style="font-family: inherit;">
</span><br />
<span style="font-family: inherit;">The ideal approach:</span><br />
<ol>
<li><div class="MsoNormal" style="margin: 0in 0in 6pt; mso-list: l0 level1 lfo4;">
<span style="font-family: inherit;"><b>Assessment of Maturity - </b>We have developed an assessment tool (<a href="http://www.langsolinc.com/translation-quality-standards/global-communication-audit/">Global Communication Readiness Assessment</a>) for buyers to get an understanding of their level of maturity. This tool is a great way to introduce buyers into thinking about their own processes and how it affects their outcomes</span></div>
</li>
<li><span style="font-family: inherit;"><b>Understanding Need - SWOT analysis - </b>A documented approach to understand the goals and objectives of the buyer and find the gaps through a SWOT analysis.</span></li>
<li><span style="font-family: inherit;"><b>Discovery and Findings - </b>In a collaborative effort, turn findings into priorities that you agree to work on. <span style="mso-spacerun: yes;"> </span></span></li>
<li><span style="font-family: inherit;"><b>Balanced Scorecard approach - </b>An outcomes based agreement between the buyer and us establishes meaningful goals and objectives that are aligned with the findings of the SWOT analysis. Metrics are defined to measure the progress of each of these goals.</span></li>
<li><span style="font-family: inherit;"><b>Reporting on progress and continuous improvement - </b>A quarterly report keeps track of progress and forms the basis of continuous improvement (see the Balanced Scorecard example).</span></li>
</ol>
<span style="font-family: inherit;">
But even when there is no time
for this ideal approach, an LSP should be able to adapt and work on process
improvements. The GCMM or Localization Maturity Model is an important asset to
any LSP to continuously look for opportunities to extend their knowledge to the
buyer in order to help them move. </span><br />
<br />
We'll look more into that assessment tool for LSPs in following posts. Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-81252463859401368382013-05-06T17:13:00.003-05:002015-03-12T12:31:18.351-05:00How your LSP can move you up the Localization Maturity Model (LMM)<span style="font-family: inherit;">We're very keen to learn that
one of the industry's leading research organizations, <i><a href="http://www.commonsenseadvisory.com/">Common Sense Advisory</a></i>,
has continued to </span><a href="http://www.commonsenseadvisory.com/AbstractView.aspx?ArticleID=5496"><span style="font-family: inherit;">support their Localization Maturity Model </span></a><span style="font-family: inherit;">that they
initiated in 2006, with further publications on this subject. The model is
directed towards buyers of translation and localization services and LSPs
(Language Service Providers) and provides an indication of the level of
maturity an organization has in handling their localization efforts and how
they can effectively move up the maturity ladder. </span><br />
<span style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<span style="font-family: inherit;">Most organizations will have to
rely on a qualified LSP (Language Service Provider) to help in that process as
the translation process is usually not handled internally.</span></div>
<span style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<b><span style="font-family: inherit;">Our history with the Maturity
Model concept<o:p></o:p></span></b></div>
<span style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<span style="font-family: inherit;">The </span><a href="http://www.commonsenseadvisory.com/AbstractView.aspx?ArticleID=959"><span style="font-family: inherit;">LMM was introduced in 2006</span></a><span style="font-family: inherit;">
as an adaptation of the exiting Capability Maturity Model that was modeled
after the software industry. The LSP world took notice of this
evolution, but at the time it was more of a concept than a comprehensive
approach towards localization maturity.</span></div>
<span style="font-family: inherit;">
</span><span style="font-family: inherit;">
</span><span style="font-family: inherit;">
</span><br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdHdjNZDtihu5SfCYQM2acv5LHa8wByNF2uEbykkMqRGgi1zF8JwW5aSs4rizBQjW3ya_n9yK5cRNw56StlCOnIqd3O38Oau_GDdSnB53Z0mW-vnM5FpMms36mZQEi0UFfTqDbnh9_-JA/s1600/Build+a+business+case.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><span style="font-family: inherit;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdHdjNZDtihu5SfCYQM2acv5LHa8wByNF2uEbykkMqRGgi1zF8JwW5aSs4rizBQjW3ya_n9yK5cRNw56StlCOnIqd3O38Oau_GDdSnB53Z0mW-vnM5FpMms36mZQEi0UFfTqDbnh9_-JA/s320/Build+a+business+case.png" height="111" width="320" /></span></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: inherit;">An example of an objective and metrics</span></td></tr>
</tbody></table>
<span style="font-family: inherit;">In 2007, we took the challenge
to create our own structure around the Maturity Model concept. Our eyes were on
creating a Maturity Model for our clients (the buyer) along with objectives, metrics
and leading KPI's to help our clients grow and mature as they move up the
Maturity Ladder. As our clients' translation needs grew , we witnessed greater
risk to overspend due to process inefficiencies on the buyer's side and we
wanted to mitigate that risk. </span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<span style="font-family: inherit;">Our organization spent over 400
man-hours since 2007 developing this model. We took into account industry
standards, industry research and our own experience in managing translation
projects for clients at various stages of the maturity model to come up with a
comprehensive process management system for our clients. It has helped us
greatly in understanding how we can contribute to our client's processes.</span></div>
<span style="font-family: inherit;">
</span><span style="font-family: inherit;">
</span><span style="font-family: inherit;">
</span><br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjX8kKSUGdfbGKph4dWznWuBy_uYfVYBPL2MzGT849o9o1iMvFZK43M87r8Yg_u94CrFk_91-D0DpTCsuv8cJ-RpTJ4xRdrnwYeomZScd1ArFEB950l9hXzH6qFJULucnDbRxGIep-7KF0/s1600/GCRA.png" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><span style="font-family: inherit;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjX8kKSUGdfbGKph4dWznWuBy_uYfVYBPL2MzGT849o9o1iMvFZK43M87r8Yg_u94CrFk_91-D0DpTCsuv8cJ-RpTJ4xRdrnwYeomZScd1ArFEB950l9hXzH6qFJULucnDbRxGIep-7KF0/s320/GCRA.png" height="172" width="320" /></span></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: inherit;">Example of our scorecard</span></td></tr>
</tbody></table>
<span style="font-family: inherit;">In 2008, we were quite ahead of
the curve in having a comprehensive process management system for our clients
in identifying gaps in their processes at their stage of maturation (based on
the buyer's growth and risk/reward analysis) on the Maturity Model that we
coined the </span><a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/"><span style="font-family: inherit;">Global Communications Maturity Model</span></a><span style="font-family: inherit;"> (GCMM). <span style="mso-spacerun: yes;"> </span>The model became a great tool for us to
communicate with the client on individual goals.</span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">We developed an assessment tool, the </span><a href="http://www.langsolinc.com/translation-quality-standards/global-communication-audit/"><span style="font-family: inherit;">Global Communication Readiness Audit</span></a><span style="font-family: inherit;">, based on 4 dimensions. Strategic Readiness, Organizational Readiness, Content Readiness and Design Readiness. This provided buyers with a scorecard of where they could find themselves on the GCMM and clear objectives and metrics to find improvements </span><br />
<span style="font-family: inherit;"></span><br />
<div style="text-align: center;">
<iframe allowfullscreen="" frameborder="0" height="356" marginheight="0" marginwidth="0" mozallowfullscreen="" scrolling="no" src="http://www.slideshare.net/slideshow/embed_code/2099379" style="border: 1px solid rgb(204, 204, 204); margin-bottom: 5px;" webkitallowfullscreen="" width="427"> </iframe><br /></div>
<span style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<b><span style="font-family: inherit;">A new platform for a
strategic Buyer/Vendor relationship<o:p></o:p></span></b></div>
<span style="font-family: inherit;">
</span><span style="font-family: inherit;">
</span><span style="font-family: inherit;">
</span><br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiHYQN2G6Z6KqshFRlDV4Vtko04TOjAoQXzOOuH2sk_aKatBGE-Zyo4WM4xUw6I3ktk76q1qpIGupfQ2x_V8lHQ-Gk4h0uk0w7fF5gt2P2RpyQmW1fHWgqcswIl3t1lEVVlolHBCfUw1uI/s1600/Balanced+Scorecard.png" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><span style="font-family: inherit;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiHYQN2G6Z6KqshFRlDV4Vtko04TOjAoQXzOOuH2sk_aKatBGE-Zyo4WM4xUw6I3ktk76q1qpIGupfQ2x_V8lHQ-Gk4h0uk0w7fF5gt2P2RpyQmW1fHWgqcswIl3t1lEVVlolHBCfUw1uI/s200/Balanced+Scorecard.png" height="200" width="170" /></span></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: inherit;">Balanced Scorecard with actual client</span></td></tr>
</tbody></table>
<span style="font-family: inherit;">In 2009, we took the
model a step further by creating an outcomes based Balanced Scorecard approach
for our clients. We had a good model to identify gaps in the process, but we
needed a platform of collaboration in order to commit to the process
improvement process that aligned with the objectives of our client, the buyer. The
Balanced Scorecard approach was highlighted in the HBR as a method to move a
client/vendor relationship (strategic or non-strategic) to a collaborative
strategic partnership with objectives and outcomes and provisions for
responsibility and accountability on both sides. Our model already address the
objectives, outcomes and responsibilities, but the Balanced Scorecard approach
became a framework to the benefit of our clients. </span><br />
<span style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="margin: 0in 0in 6pt;">
<span style="font-family: inherit;">Now, our GCMM in combination
with our Balanced Scorecard approach is the unique process that we bring to the
table as an LSP. When a buyer is seeking a more comprehensive
approach to managing their localization process, our approach provides a
committed relationship that looks at their corporate objectives and we tie
those in with our objectives and metrics that we have in place to move them up
the maturity model. </span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">We'll post more about the Maturity Model in subsequent blog posts that addresses the pitfalls of implementing a Maturity Model and advice on how buyers and LSPs can collaborate to mitigate risk, manage expectations and strive for continuous improvement. </span></div>
<span style="font-family: inherit;"></span><br />Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-3986766459849584212.post-39435545129589241782013-02-13T15:05:00.001-06:002013-02-13T15:16:54.354-06:00Are you diluting your brand?<br />
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; mso-outline-level: 3; text-align: left;">
<b><span style="color: #333333; font-family: "Verdana","sans-serif"; font-size: 13.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><a href="http://langsolinc.blogspot.com/2008/10/are-you-intentionally-diluting-your.html"><span style="color: #336699;">Are you intentionally diluting your brand with your
multilingual communications?</span></a> <o:p></o:p></span></b></div>
<div style="text-align: left;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; text-align: left;">
Your multilingual communications are a
valuable element of your brand assets, not a commodity. With translating and
transcreating an organization's marketing publications, we consider brand
equity. </div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; text-align: left;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; text-align: left;">
How is the brand affected by translation? Does the organization’s brand
risk dilution at any point in the process? Do you maintain a consistent brand
while respecting cultural nuances? Is there a strategy for global brand
consistency?<o:p></o:p></div>
<div style="text-align: left;">
<br /></div>
<div style="text-align: left;">
Transcreation is growing in our industry. It's a more creative translation. However, we believe all translation is
creative because it's not a literal process but more of a concept to concept
process. But transcreators do focus on
capturing the emotion of the original.
It's important for your transcreators to know as much about your target
market and what emotion you want to evoke - the same strategy you shared with
your English writing team.<o:p></o:p></div>
<div style="text-align: left;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0pt; text-align: left;">
A more literal translation of your marketing
materials can dilute your brand. Be sure
to get feedback from your language provider on what works and what doesn't work
in translation, what is considered copywriting, what elements need to be
localized.<o:p></o:p></div>
<div style="text-align: left;">
<br /></div>
<div style="text-align: left;">
We specialize in marketing communications. Give us a call about taking your brand into
other countries or languages.</div>
Melissa Wursthttp://www.blogger.com/profile/16989277041326973628noreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-68162801420704171012012-10-17T09:38:00.001-05:002013-07-30T12:04:21.180-05:00Project Management<br />
We believe that excellence in project management should be something you expect from a Language Service Provider. However, Project management is often overlooked when it comes to choosing an LSP. <br />
<br />
Project analysis, process management, cost management, planning and organization and communication are just a few of the many skills that you should expect from a project manager. So when you pay for the skill of a translator to do an excellent translation job, doesn’t it make sense that you should pay for project management as well? How else would you know for sure that you receive the care that your project deserves?<br />
<br />
Ask yourself: <br />
<ul>
<li>Do I get <b>insightful questions </b>or suggestions before the start of a project that helped mitigate risk?</li>
<li>Are <b>details remembered</b> throughout a project, even if I need to speak to another project manager?</li>
<li>Does my LSP seem<b> knowledgeable</b> about my company and my product or service?</li>
<li>Are my projects always <b>on time and on budget</b>?</li>
<li>Can I <b>ask my project manager </b>a question about a project that was completed a long time ago?</li>
<li>Do I feel that my files and <b>intellectual property are handled securely and with care</b>?</li>
<li>Can I count on a <b>timely response on questions</b>, even if they fall outside of the normal business hours?</li>
</ul>
At Language Solutions, our PMs are Localization Certified. 100% of our PMs are also certified Malcomb Baldrige Examiners and Internal auditors for ISO 9001:2008. We take project management seriously so you can have peace of mind.<br />
<ul>
</ul>
<br />
<ul></ul>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-53328131544485146652012-05-01T16:14:00.000-05:002012-05-01T16:17:36.987-05:00Case Study: Purchase decisions that can come back with a bite!We track all of our quote performances which enable us to see how well we do in converting bid requests into 'wins'. This helps us to understand if we really understood what the client's requirements were, what their constraints were, what they expected and revealed and what they didn't reveal.<br />
<br />
Recently, we received a quote request for some updates to work that we originally did a quote on in 2008; a loss at the time.<br />
<br />
Now, four years and several copy updates further, we were doing the updates to translation work that (several) previous vendors had done in the last 4 years. It was not a cheap update. The client spent <b>close to half of the original quote amount </b>on doing new updates; updates that were missed by previous vendors. Many of the costs also came from having to rework existing translations so that it matched the English; mostly manual work. The original quote was for doing the whole translation from scratch and in the long run...would have been a much better investment!<br />
<br />
It poses an interesting question: How much money did this client really save by not going with us in the first place? We don't know how much the client paid for the original translation, but we do know that the relatively simple updates to this book could have been far more cost effective if we had done the work up front. <br />
<br />
We wrote a blog entry a <a href="http://langsolinc.blogspot.com/2009/01/bring-on-pain-when-translation.html">few years back</a> that potential pains that follow from purchase decisions usually become apparent after the fact. While we try to explain the benefit of our processes as much as possible, it is unfortunate that the real cost benefit becomes clear when it is too late. In this case study, we highlight the following benefits from our processes that could have avoided some of those pains:<br />
<br />
<ul>
<li><b>Asset Building</b> - It's hard to put a price on this, but translation work become an asset if you manage it well (there is a cost to that) and make it accessible when doing future updates. Without any Translation Memory, maintaining consistency of terminology becomes a costly and messy manual process. It takes time to read through work that has been done before and identify and apply that to future updates. Add the manual work of updating glossaries and index work to it and it becomes clear that the time invested in manual research could easily outweigh the investment in maintaining a good Translation Memory. The problem with the manual processes is that there is always a bigger chance for error as opposed to a systematic process that we maintain. </li>
</ul>
<ul>
<li><b>Version Control </b>- Version control is tied with Asset Building. Knowing what has been translated before and what has not removes the pain of manually comparing translations against the source language. Version control can become a real burden when updates are made to the source copy through different reviewers. No matter how good you keep track of changes, things can slip through and without proper management, you will never know what has been done before and what is now current. We keep a version of both the source and target language of every project so that we can always compare updates to the latest control copy that was used for translation. Changes are easily identified at the word level in our Translation Memory software.</li>
</ul>
<ul>
<li><b>Qualified Teams of Professional Translators</b> - Rework of past translations is a costly endeavor, whether you have maintained a Translation Memory asset or not. There is no one way to translate something, but when certain punctuation and capitalization rules have not been followed, identifying and correcting those issues becomes a manual process that will take time to do properly across the board. Qualified translators keep up with the latest linguistic requirements. We also maintain the same team of translators for a project as much as possible, which helps with maintaining consistency in style and preference in wording. We work hard to make sure these teams remain available and they come back to us to do the work because we are organized and invest in the relationships we have built over the years. </li>
</ul>
<ul>
<li><b>Quality Control</b> - Translation does not stand on its own. It usually gets worked into a final product such as a design file or a website. While we work hard to eliminate as many manual processes from that conversion in our process, there are always manual processes in refining the copy. Each document that goes out has been proofed by the linguist to ensure proper display. Without that process, errors can easily build up over years and identifying and correcting these issues becomes a costly manual process.</li>
</ul>
We wrote earlier that it is important to <a href="http://langsolinc.blogspot.com/2009/02/understand-what-you-buy.html">understand what you buy</a> and compare apples to apples when deciding on various quotes. It's not always an easy decision and budgets sometimes do not support the investment that you want to make up front; but consider in your bidding process the future cost and impact that these decisions could have on your budget. This case study could help make that decision for this client and we're always here to explain this further to support the budget needs for your next project. <br />
<br />
<br />
<br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-79669798134346407822011-09-22T15:09:00.001-05:002011-09-22T15:09:46.851-05:00Language Solutions is ISO certifiedLanguage Solutions has received ISO 9001:2008 Quality Management Certification from BSI International Registrars.<br />
<br />
We started working on ISO Certification in late January and managed to get our Quality Manual documented and successfully completed both of our planned audits with BSI (Stage I and Stage II) by August.<br />
<br />
<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="http://www.langsolinc.com/cf/LANGUAGE/ContentFiles/Certificate%20of%20Registration.pdf" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhflfO1jZzIN96PvpAy6w-Z-A_zVRE7RLSg4nRMToRX9j_5j3xz5d1doWTYVolayzBwYnwzonGDwLFd9nyj69uiTU1zKn8RWsQ0tpFququvO5V-ZioYWgkx-Qw8y2e7koiDOw65d7gyYMs/s1600/BSI+ISO+copy.jpg" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Download our Certificate</td></tr>
</tbody></table>
We were particularly successful with ISO certification because we've listened to the requirements from the ISO standard and let our processes (that were driven by customer requirements, innovation and through industry best practices) lead us to achieving the requirements rather than the other way around. During the audit it became apparent to the auditor that we had created a system of processes that is effective and fits with the needs of our clients.<br />
<br />
The culture of Quality Management and Quality Excellence was already ingrained in our organization. During our test phase we learned that 80% of the ISO requirements were already met when we started and we made further improvements to our process to ensure that we met all of the requirements. The mindset of quality management and continuous process improvement was shaped by our involvement in Baldrige Performance Excellence and provided us with better understanding how ISO could be beneficial to our organization. ISO gave us new tools to use in our quest for performance excellence and is playing an active role in the every day management of the organization. <br />
<br />
<br />
Implementation of ISO can be a daunting task, but it can be very rewarding if approached with the intent to make the organization better. We believe that ISO is an important addition to the success of our organization. The ISO certification is just the start. We plan to continuously review our Quality Management System against the requirements of our customers using the ISO standard and Baldrige Best Practices in our management toolkit. <br />
<br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-85561906519992130182011-08-11T14:38:00.027-05:002015-03-12T12:32:33.945-05:00Why you need a CGOA <a href="http://money.cnn.com/galleries/2011/fortune/1106/gallery.csuite_executives_future.fortune/index.html">recent article in Fortune Magazine</a> mentioned seven new C-level areas expected to emerge in the next 5 years. The magazine predicted some interesting positions such as the Chief Perception Officer. Surprisingly, a Chief Globalization Officer was not considered as one of these emerging areas.
<br />
<br />
Is global expansion and important growth factor in your business? If so, can you identify who in your organization is currently the champion for setting the global business directive? Our experience is that organizations that are just starting expanding globally usually do not assign a dedicated manager and resources for their global expansion. Global is not managed by one person or division but rather managed by many people at different levels of the organization, with different budgets and different managers. Management responsibilities grow organically over time as they become natural extensions of someone's current responsibilities.
<br />
<br />
This could be a risk when global expansion becomes more important to the business and needs to be managed. We've talk about this growth and maturation risk <a href="http://langsolinc.blogspot.com/2008/12/translation-management-strategy.html">in an earlier blog post</a>.
<br />
<br />
Without centralization, can your organization truly create global communication initiatives effectively and with consistency? If you are not able to pinpoint where global 'lives' in your organization, your organization will benefit from having a partner that your organization can count on for managing and coordinating global communications across the organization.
<br />
<br />
<table align="left" border="0" cellpadding="4" cellspacing="3" style="height: 250px; width: 240px;" valign="top"><tbody>
<tr><td style="background: grey;"><span style="color: white; font-weight: bold;">Examples of benefits:
</span>
<br />
<span style="color: #ffff99; font-family: verdana; font-size: 85%; font-style: italic; font-weight: bold;">Value Added Resellers can grow their international accounts by actively being involved in the sales process.
<br />
</span><span style="color: #ffff99; font-family: verdana; font-size: 85%; font-style: italic; font-weight: bold;">You can protect your brand message through centralization, ensuring that no unwanted brand messaging in your global communication piece goes out the door.</span>
</td><td width="5%"><br /></td></tr>
</tbody></table>
<a href="http://www.youtube.com/watch?v=Nmq0VfTwrC8">Consider Language Solutions</a> as your <span style="font-style: italic;">'Chief Globalization Officer'</span> for centralization and management of your global communications. With defined metrics and goals that span the organization, we bring a global communication strategy to your organization tailored to your needs that would require an investment at a fraction of having to set up your own department with management responsibility.
<br />
<br />
Our focus on globalization strategies is as much directed towards the organizational goals as it is to work to support the people who 'make global happen'. If your organization has an international department or is starting to coordinate globalization efforts, we can deliver knowledge and experience that can help you move through the <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">maturation curve</a> effectively. Allow us to sit down with your department and talk about managing your global communication efforts and see the benefits of having a partner that goes beyond just translation.
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-17692581814128442842011-05-09T16:07:00.012-05:002011-05-09T16:23:03.770-05:00What do you consider when choosing a Translation Vendor?In previous posts, we've discussed the <a href="http://langsolinc.blogspot.com/2009/02/understand-what-you-buy.html">buying process</a> of multilingual communications. In this video, we ask you to consider various important factors when choosing a translation vendor:<br /><br /><center><iframe src="http://www.youtube.com/embed/Nmq0VfTwrC8?rel=0&hd=1" allowfullscreen="" width="400" frameborder="0" height="257"></iframe></center>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-9365641978064798682011-02-16T10:16:00.013-06:002011-02-17T17:02:45.584-06:00Metrics for Linguistic Screening of Product NamesThere is a whole array of considerations that marketers and product developers go through before they even decide on a product name in their domestic market. However, these considerations are often overlooked during product name testing for their foreign markets.<br /><br />When our clients come to us for linguistic screening of their English product names, our start is to take inventory of the main considerations that went into development of the brand for the domestic market. Here are a few examples of the most prevalent metrics for linguistic screening:<br /><br /><span style="FONT-WEIGHT: bold">The Brand Concept</span><br /><br />We consider the elements such as brand positioning, brand messaging, and product segmentation to be the foundation for analysis in the target market. We leverage the knowledge that was created during the name development to test and analyze in the target market.<br /><br /><span style="FONT-WEIGHT: bold">The Language</span><br /><br />Linguistic screening should not only take into account appropriate meaning in other languages but also the ease by which a product name can be pronounced by a person from another country. Pronunciation could be an important success factor in product name adoption. Product names are often ambiguous and created without direct meaning. Therefore, a valuable attribute could be a powerful sounding name. Names could be unintentionally softened through differences in pronunciation in the target market. Understanding how a product sounds in the target market can be valuable information in choosing a product name.<br /><span style="FONT-WEIGHT: bold"></span><br /><span style="FONT-WEIGHT: bold">The Culture</span><br /><br />Cultural analysis can include a wide variety of aspects. One example is the use of colors and images that are appropriate and engaging. Another aspect is name associations. In product name development, associations with competitors or other organizations is usually taken into account for different reasons (legal reasons, unique factor, etc.). Powerful associations can be made with similar words used in related or unrelated industries, or for instance in popular culture. Especially with highly ambiguous names, powerful associations that support the brand positioning can be a key success factor and should be tested in the target markets. Cultural views may vary by generation and therefore an important attribute is to understand the target segmentation of the product. Gender roles in purchasing are also important to consider as these differ by country. You may not be marketing to the decision maker!<br /><br /><span style="FONT-WEIGHT: bold">Product Analysis</span><br /><br />While actual product testing is not part of the scope for linguistic screening, we also should not discount the value of product analysis for the target market. Product aspects such as packaging and design can be taken into consideration and analyzed for further testing in the target market. Having product aspects analyzed before you test in your target market can help narrow down the goals for expensive tests using local focus groups.<br /><br />The Linguistic Screening process should benefit from open communication and flow of information between product developers and linguistic and cultural analysts. Too many times, the brand development process is overlooked in product name development for a foreign market. When considering the investment that has gone into the product and the potential it could have, the investment in a carefully executed linguistic screening process should be a drop in the bucket.<br /><br />The next time your client or your company wants to screen their English product name in other languages, give us a call for a proprietary process that we use.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-339646466722855012010-12-09T13:52:00.003-06:002010-12-09T14:12:55.063-06:00Size does matter!So.... you are choosing a Language Service Provider or LSP as they are known in our industry or maybe you want to find a new provider..... what size company will fit your needs? Well that is something that should definitely be discussed with any providers you might consider - your needs......not their size. That should be the first point of discussion.<br /><br />In our Industry, there are a lot of large translation providers - some public and some private. Allow me to make the case for you to consider a smaller organization. What are the advantages for you?<br /><br />Our culture here at Language Solutions is based on a Customer First culture where we strive to truly understand not only your needs but those of your organization as well. What is your experience going to be with Language Solutions? As a smaller company, we can deliver on a Customer First model much better than a larger company can.<br /><br /><strong>Agility</strong> - we have agility as a smaller organization and can move more quickly in response to your needs to serve you better. We have the capacity for rapid change and flexibility according to your customized needs. <br /><br /><strong>Service Driven</strong> - you will have 2 dedicated points of contact for your projects. We don't have a rotating staff of project managers and as a smaller company, our employee retention levels are much greater than a larger organization so you won't be with a new person each time!<br /><br /><strong>Long Term Relationships</strong> - Instead of a Service Level Agreement that is based on deliverables, why not consider an outcomes based relationship agreement. Let's discuss together what you want from our partnership and then set up accountability measures for that.<br /><br /><strong>Involvement and Investment</strong> - As the President of this organization, I am involved in your growth and help to drive your performance. For some of our clients, this means meeting with their end clients to help answer questions, bring strategy to the table, being their first call for any language related question or challenge - true collaboration. What does collaboration mean for you? What kind of support would you benefit from?<br /><br />A partnership that focuses on collaboration also leads to trust. I challenge you to look beyond price and see whether you are receiving value from the relationship you have or wish to have.Melissa Wursthttp://www.blogger.com/profile/16989277041326973628noreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-59525349080119958862010-09-10T10:03:00.033-05:002010-09-16T16:00:49.714-05:00How do we engage customers, serve their needs and build relationships<span style="font-family:verdana;">To answer this Baldrige overall requirement and as part of our ongoing quest for Baldrige Performance Excellence, Language Solutions recently finished a </span><a href="http://en.wikipedia.org/wiki/Voice_of_the_customer"><span style="font-family:verdana;">Voice of the Customer (VoC)</span></a><span style="font-family:verdana;"> initiative with our clients. From there, we developed action plans customized to the needs of each client using the SWOT analysis with data from the VoC process. The SWOT analysis considers those internal and external organizational factors that influence quality, time and cost on translation projects. We also use the <a href="http://en.wikipedia.org/wiki/Kano_model">Kano model</a> to track customer requirements and how they change over time. We focus on delivering value by seeking out both spoken and unspoken needs of the customer and translating that into actions.<br /><br /></span><br /><div style="TEXT-ALIGN: center"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh54wgbcUd56pCHhKNVdmASR3qoJySuoKb7Pj0kgCE0QqAW-SWf1MbhqH22SGvOv0-k_I_kkPoynZxvDIShRxxGCYSX0iycXq3bAc1bVVoRjQ9Y4c7BeEeKmogz1mrYjZff2MN_C-ZHn4o/s1600/Kano+Model+Expected+Revealed+Exciting.jpg"><img style="WIDTH: 400px; HEIGHT: 259px; CURSOR: pointer" id="BLOGGER_PHOTO_ID_5517607042440538274" border="0" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh54wgbcUd56pCHhKNVdmASR3qoJySuoKb7Pj0kgCE0QqAW-SWf1MbhqH22SGvOv0-k_I_kkPoynZxvDIShRxxGCYSX0iycXq3bAc1bVVoRjQ9Y4c7BeEeKmogz1mrYjZff2MN_C-ZHn4o/s400/Kano+Model+Expected+Revealed+Exciting.jpg" /></a></div><p><span style="font-family:verdana;"><br />There are three customer requirements in the Kano model:</span></p><br /><ul><li><span style="font-family:verdana;"><strong>Revealed</strong> (Performance) - requirements in proportion to their absence or presence in the product or service</span></li></ul><ul><li><span style="font-family:verdana;"><strong>Expected</strong> (Must Be) - basic requirements that customers often fail to mention unless they are not fulfilled. Satisfaction is often not recognized by customers but dissatisfaction is very much recognized.</span></li></ul><ul><li><span style="font-family:verdana;"><strong>Exciting</strong> (Delighters) - the holy grail that we aim with each contact! These are the requirements that go beyond a customer's expectations.</span></li></ul><span style="font-family:verdana;">This model is very dynamic by nature. What is exciting now can be expected tomorrow. Expected requirements may also become exciting after a real or potential failure. Our focus on internal quality helps assure that expected requirements do not fall through the cracks and points out opportunities to build in excitemen</span>t.<br /><p><span style="font-family:verdana;">Each customized action plan seeks involvement at the client's decision making process for a translation project. For instance, if you have a sales force that is scoping a translation process and need to set realistic expectations, we need to make sure that our action plan is to support the sales process wherever possible.<br />Being involved in the decision making process helps us to understand the client specific requirements. It also provides an opportunity to bring in our perspective to set realistic expectations where it will have the most meaningful impact. Our VoC process also confirms that it is much more difficult for clients to address processes at the request stage since the project needs have already mostly been defined by then.<br /><br />At the request level, it is important to be able to meet the current needs of the client. Therefore, we also look at how current needs impact our workflow and where we can improve. We build relationships with our clients to understand and manage ongoing needs as much as possible so that we can plan ahead.<br /><br />In our linguistic team selection, we make sure that there is enough flexibility to meet timeframes. While we choose our linguists based on various quality metrics, we also continue to train our linguists in the various technologies that we work in to ensure consistency and quality. This training helps us to provide the most qualified linguist who are capable of working efficiently using our technology.<br /><br />A client based action plan helps us to support and influence the process where it makes the most impact. Whether this is at our internal process to provide enough flexibility or to help the client make decisions at the decision making process, we manage these needs throughout the value chain. The goal is to be prepared as much as possible to avoid any bottlenecks that could affect fulfilling the client's needs and this started with understanding Voice of the Customer.<br /><br />We continue to use the Voice of the Customer and the Baldrige's systems approach to address individual needs from a holistic perspective. We listen both to client needs, vendor needs and concerns which have enabled us to provide the highest quality work at the right time. </span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-81202977811330030022010-07-28T15:12:00.005-05:002010-08-18T11:38:39.953-05:00Missouri Quality AwardI just recently completed my first year as a Missouri Quality Examiner for the <a href="http://www.mqa.org/">Missouri Quality Award program</a>. The Missouri Quality Award is the State level award recognition for excellence in performance management in the educational, health care and manufacturing/service sector. The award is guided by the <a href="http://www.nist.gov/baldrige/index.cfm">Malcolm Baldrige Criteria for Performance Excellence</a>.<br /><br />The Baldrige Criteria is built on a foundation of core values and concepts that characterize high performing organizations. One aspect that especially came to attention is the core value of "Management by Fact." High performing organizations use leading performance measurements derived from the organizational needs and strategy that support the decision making process.<br /><br />The use of performance indicators in the decision making process brings the organization to the next level of excellence because the organization does not only have a process for doing the work, they have a system for analyzing, evaluating and innovating these processes. High performing organizations not only look at current and historic data, but also uses comparative data and performance projections to predict future outcomes that guide the decision making process.<br /><br />So what information could you be using in the decision making of your investment in multilingual communications? What are the needs of your customer or employee that drive this investment (to support, to inform, to engage, to comply)? Are you currently tracking the performance of your operations in foreign markets? How can you attribute (market) success to the use of effective multilingual communications?<br /><br />Remember that investment in supporting a language is a long-term commitment. The questions are important to ask as you grow your business internationally. It forces you to think about your investment and where and how it should be spent best.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-75213523421068844662010-03-03T09:57:00.014-06:002015-03-12T12:34:35.599-05:00Why an audit?<div>
<div>
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjFF_cBipQD_BWhbh1MAxGuODxslYyWu2dD3eHdVyBib9fSCebTmuLsqSl7GH-jA7Mo1nSGoZHZdz94SoGDKmFfZzypACMTDL2uPoQEa3q3nOgmrmNDh3_VcXytD5gt-o2BDTif8aM_6SLn/s1600-h/Readiness-categories-in-org2.gif"></a>Taking a step back in your organization to assess your strategic needs for the future is not a bad idea in this economy. Everyone is looking for efficiencies that will help reduce expenses and increase profits down the line. </div>
<br />
<div>
</div>
<img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgGdN5jagpXWWIq9zOiUzVjDIVhL0nP1xyGqq9qtAJP4yj-yw6uaV3VagJBQG5WtgxbYvDYpYbbvaNmMxnwtJ61NqSrKCthkbUAGindkQ1hnLUSSwYghtcdRGJevMS1czQEEginGyd1JWnG/s320/Audit.jpg" id="BLOGGER_PHOTO_ID_5444459621427902690" style="cursor: hand; display: block; height: 201px; margin: 0px auto 10px; text-align: center; width: 259px;" /><br />
How would a <a href="http://www.langsolinc.com/translation-quality-standards/global-readiness-scorecard/">Global Communication Readiness Assessment</a> fit into your strategic planning? Most of you may have a strategic plan, but how many of you have effective global communications as a line item on that strategic plan? Our experience is that global communication often resides on the day-to-day operational level. Efficiencies are usually only addressed on project level and learning and growth is often siloed from other departments.<br />
<br />
This is understandable; there are many strategic and tactical or operational challenges that an organization has to deal with. Time is a valuable asset of an organization and you want to spend it wisely. The volume of your global communications may not be large enough to justify spending a lot of managerial time to optimize every global communication process, perhaps just not yet!<br />
<div>
<br />
<div>
Clients of ours using the assessment have noted that they can do this at their own pace, pass it around to others in the organization to compare, bring it with them to the next strategy meeting to bring awareness to potential "gaps", and elevate their own position with ideas on how they can go forward.<br />
<br />
Realizing that there are restrictions to the time your organization has available is all the more reason to take this assessment and look at the areas that of improvement that will benefit you most. The assessment provides insightful questions on both operational and strategic levels that can be addressed. The most important aspect of this assessment is to get the communication process on the agenda for improvement. You want to be ready to scale up for the future!</div>
<br />
<img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgChs55aryGTcrzSB-XN7mz_f_73iNL2ZX88twCslDj0-PlYRodT9gzp_5nrrgF6DsZtsogw_e2UTzs71rnXDI-JpVM5jFNPIgKf-LPQ6gNQbVZAodvcOjsTquGKwOOq9TLBbgcjJqXptF9/s320/Readiness-categories-in-org.gif" id="BLOGGER_PHOTO_ID_5444458024285450018" style="cursor: hand; display: block; height: 148px; margin: 0px auto 10px; text-align: center; width: 320px;" /><br />
The assessment can work on any level of the organization and the questions are organized to be scalable to <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">any stage of maturation.</a> Even on a project level or departmental level, the assessment can provide insight into your writing, designing and file management process that has an impact on the translation and localization process that follows.<br />
<br />
Every little progress helps. Meet with Language Solutions to talk about your needs to get started and take control over your global communication process so that you can depend on it now and in the future. </div>
</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-34608924939650054292009-09-23T09:01:00.015-05:002015-03-31T10:13:10.816-05:00Global Readiness Audit<div>
A self-assessment audit for your global communication needs can be a valuable tool to determine your current situation, to set goals and to find areas of improvement that have the most impact. However, most assessment tools that we have seen provide solutions but do not focus on the <a href="http://www.scorecardpartners.com/leading_lagging_indicators.asp" target="blank">leading indicators</a> that impact your localization practices.<br />
<br />
There are Language Service Providers (LSP's) that can help you determine your needs for global communications and most likely they promote the use of technology through their audits. Tools like Translation Memory Management, Terminology Management, Source Authoring are all good tools to improve the efficiency of your localization practices, but do not provide all the answers. Most Language Service Providers can take care of translation management using these tools. However, the success of each project is limited by their own Key Performance Indicators (KPI) and how they manage their own processes.<br />
<br />
Our approach does not only look at our internal Key Performance Indicators for translation management, but also assesses how a client's processes can positively influence or negatively impact the localization process. Those are the leading indicators that a client can influence in order to improve quality and time-to-market at lower costs.<br />
<br />
Most audits do not take into account that every organization is at a <a href="http://www.langsolinc.com/translation-quality-standards/localization-maturity/">different stage of maturity</a> and need scalable solutions. Even if you are a large company, your global communication needs currently might not be comprehensive enough to invest in large scale technologies like a full scale Source Authoring system or Content Management System. Technology is not the only answer for organizations to influence the quality of their global communication needs. You need to look at people and processes that have a direct impact on the localization processes.<br />
<br />
The global communications process can be time consuming which is why most organizations outsource to a Language Service Provider. Some of these Providers have the resources and processes in place to effectively manage your translation process and keep that burden from your internal resources who have their own work to do. However, the impact that your internal resources have to affect the localization process should not be ignored. We promote involvement of people in all levels of your organization to find efficiencies in their own processes that have a positive impact on localization.<br />
<br />
Our audit focuses on internal resources at all levels of the organization to determine how they can help improve their own processes to aid translation management on the client side. We identified <a href="http://www.langsolinc.com/translation-quality-standards/global-readiness-scorecard/" target="blank">4 areas of assessment</a> (Strategic, Organizational, Content and Language & Design) and identified roles within those areas that directly impact the global communications process. The assessment promotes each individual in the organization to contribute to the globalization process without having to step outside of their own responsibilities.<br />
<br />
<a href="http://www.langsolinc.com/contact/" target="blank">Contact us</a> for our Global Readiness Audit. We are taking the next step for organizations at any maturity level to identify areas of improvement that yield the highest results. </div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3986766459849584212.post-73883307768661804492009-08-05T13:55:00.005-05:002009-08-05T14:13:21.778-05:00A Baldrige Focused LSP in a World of ISO 9001<div>ISO 9001 certification is the norm right now for LSPs (Language Service Providers) in the <a href="http://www.lisa.org/">Localization Industry</a>. As a company that follows <a href="http://www.baldrige.nist.gov/">Baldrige Criteria for Performance Excellence</a>, we're swimming against the tide of conformity. I do not believe that their should be an either/or approach in determination of the certification you choose and I view ISO 9001 and Six Sigma as tools that all fit in the toolbox for continuous improvement.<br /><br />With Baldrige, there is a focus on performance excellence for the entire organization in an overall management framework and the Criteria focuses on identification and tracking of all-important organizational results: customer, product/service, financial, human resource, and organizational effectiveness. This year, I became a certified Examiner for the <a href="http://www.mqa.org/">MQA Award</a> with the State of Missouri and each employee will also go through this certification for their own professional growth next year. It's been an exhilarating experience!<br /><br /><img id="BLOGGER_PHOTO_ID_5366558582312902354" style="DISPLAY: block; MARGIN: 0px auto 10px; WIDTH: 150px; CURSOR: hand; HEIGHT: 150px; TEXT-ALIGN: center" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz2WvJptpNakkpHLJRd1WMfbuQKsY9EMGZG3y4GqD9eAbNW-Mf-MML4g_6XtwwBb9-zaCdNvP0TcUJAMXmLfOU8zc927rwSqINlVuhxcEWChCNQsOrVlLzzHZL-9o0_3PWSu5EPSVbgbCl/s320/Baldridge+Criteria+150px.jpg" border="0" /><br /><br />Whereas ISO can lay the foundation for necessary procedural standardization and help to reduce variability, Baldrige can be used as a means of instituting broader quality management and provide the tools for analysis, prioritization and evaluation of the overall approach. Each are different but certainly can be compatible. We chose Baldrige for the educational approach which is an organizational value that is inherent in our organization and in our approach with client mentorship.<br /><br />I will be focusing future blog posts on how Baldrige helps our own internal processes and compliments our process measurement system for clients managing translation.</div>Melissa Wursthttp://www.blogger.com/profile/16989277041326973628noreply@blogger.com0