How your LSP can move you up the Localization Maturity Model (LMM)

We're very keen to learn that one of the industry's leading research organizations, Common Sense Advisory, has continued to support their Localization Maturity Model 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.

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.

Our history with the Maturity Model concept

The LMM was introduced in 2006 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.

An example of an objective and metrics

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.

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.

Example of our scorecard

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 Global Communications Maturity Model (GCMM).  The model became a great tool for us to communicate with the client on individual goals.

We developed an assessment tool, the Global Communication Readiness Audit, 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

A new platform for a strategic Buyer/Vendor relationship

Balanced Scorecard with actual client

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.

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.

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.

Language Solutions is ISO certified

Language Solutions has received ISO 9001:2008 Quality Management Certification from BSI International Registrars.

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.

Download our Certificate

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.

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.


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.

What do you consider when choosing a Translation Vendor?

In previous posts, we've discussed the buying process of multilingual communications. In this video, we ask you to consider various important factors when choosing a translation vendor:

How do we engage customers, serve their needs and build relationships

To answer this Baldrige overall requirement and as part of our ongoing quest for Baldrige Performance Excellence, Language Solutions recently finished a Voice of the Customer (VoC) 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 Kano model 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.

There are three customer requirements in the Kano model:

• Revealed (Performance) - requirements in proportion to their absence or presence in the product or service

• Expected (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.

• Exciting (Delighters) - the holy grail that we aim with each contact! These are the requirements that go beyond a customer's expectations.

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 excitement.

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.
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.

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.

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.

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.

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.

A Baldrige Focused LSP in a World of ISO 9001

ISO 9001 certification is the norm right now for LSPs (Language Service Providers) in the Localization Industry. As a company that follows Baldrige Criteria for Performance Excellence, 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.

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 MQA Award 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!



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.

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.