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Global Content Strategy: Preparing the Content Banquet by James V. Romano
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Global Content Strategy: Preparing the Content Banquet by James V. Romano

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  • 1. Today’s  Menu   Hour  1:  9:00-­‐9:55am   Global  Content  Strategy  101:   The  Basic  Ingredients   Hour  2:  10:00-­‐10:55am   Recipes  for  Global  Content  Success:   From  AppeHzers  to  Full-­‐course  Meal   Hour  3:  11:00-­‐noon   Bringing  It  All  Together:   Serving  Up  the  Global  Content  Strategy  
  • 2. IntroducHon:  What  Is  “Global  Content”?   Starter  Course:  The  User   Exercise:  SegmenHng  your  “Userverse”   The  Global  Content  Toolkit  
  • 3. “Alphabet  Soup”  Glossary  of  Global  Content  Acronyms   CMS   FIGS   MLV   CJK   DA   SLV   API   TM   MT   TMS  
  • 4. Always  Start  with   AUDIENCES  &  USERS   The  User   Who  are  they?   What  do  they  want  /  need?   How  can  I  segment  my  users  in  order  to  best  meet  their  needs?  
  • 5. Always  Start  with   SEGMENTING  USERS:  CULTURE   The  User   Culture  is  the  set  of  characterisHcs  of  a  par,cular   group  of  people  that  defines  their  collecHve  idenHty   and  make  them  disHnct  from  others.
  • 6. Why  is  culture  important?  
  • 7. A  cultural  “Map”  
  • 8. Culture  has  the  power  to  create...    PercepHons    NarraHves    RealiHes   Jungle?   Elephant?  
  • 9. Culture  and  Health   Culture  plays  a  major  role  in  shaping  beliefs  and  concepts  of:    Health    Wellness    Illness    Disease    Balance  with  nature    Harmony    Spirituality  
  • 10. Culture      Is        Content.  
  • 11. Why  is  this  important?   It’s  all  about  understanding  differences   and  finding  similariHes.  
  • 12. Always  Start  with   SEGMENTING  USERS:  LANGUAGES   The  User   “Languages differ essentially in what they must convey and not in what they may convey.” --Roman Jakobson
  • 13. Always  Start  with   SEGMENTING  USERS:  MEDIA  &  DEVICES   The  User  
  • 14. Always  Start  with  The  User   What’s  a  Content  Strategist  to  do?  
  • 15. Always  Start  with  The  User   What’s  a  Content  Strategist  to  do?  
  • 16. Exercise:  SegmenHng  Your  Userverse   The  Goal:   A  seamless  user  experience:   “anywhere,  anyHme,  any  device”     On  a  sheet  of  paper,  write  down  your  main  user  “segments,”  iden,fying   them  by  categories  that  are  relevant  to  your  industry  or  audience.   cultures   experience  levels   responsibiliHes   tasks   techno-­‐literacy   learning  styles   languages   needs  
  • 17. Global  Content  Toolkit  
  • 18. Global  Content  Toolkit   BASIC   INTERMEDIATE   ADVANCED    Glossaries  &  Terminology  Management  Tools    Style  Guides  and  Global  Brand  Guidelines    Transla,on  Memory  (TM)  
  • 19. Global  Content  Toolkit   BASIC   INTERMEDIATE   ADVANCED    TranslaHon  Management  Systems  (TMS)    Workflow    PM  +  TM    Content  Management  Systems  (CMS)    Suppor,ng  the  Global  Content  Lifecycle    Enterprise-­‐level  
  • 20. Global  Content  Toolkit   BASIC   INTERMEDIATE   ADVANCED    Machine  TranslaHon  (MT)    Portals    Website  Crawlers    APIs  (ApplicaHon  Programming  Interfaces)    VOC  Tools    Polling  and  surveying  tools    Responsive  design  
  • 21. Bringing  Culture  to  Your  Content:   Five  Strategies  to  Get  Started    
  • 22. Five  Strategies  to  Get  Started   1.  RECOGNIZE  the  Power  of  Culture     What    How      Challenges    Example   Cultural  strategy  starts  with  the   recogni,on  that  culture...    drives  behavior    frames  one’s  understanding  of  the  world   (and  oneself)    unlocks  deep  mo,vators.   Tapping  into  it  enables  you  to  harness   its  power  to  drive  business  goals  and   build  communica,on  strategies.      
  • 23. Five  Strategies  to  Get  Started   1.  RECOGNIZE  the  Power  of  Culture    What     How      Challenges    Example    Look  around    Ini,ate  a  conversa,on    Ask  ques,ons    Explore  differences    Think  “culturally”    Build  a  founda,on  of  first-­‐hand   cultural  knowledge  
  • 24. Five  Strategies  to  Get  Started   1.  RECOGNIZE  the  Power  of  Culture    What    How       Challenges    Example    Language  barriers    Stereotypes    Limited  access    Lack  of  ins,tu,onal  recogni,on  
  • 25. Five  Strategies  to  Get  Started   1.  RECOGNIZE  the  Power  of  Culture    What    How      Challenges     Example    The  Mayo  Clinic  recognized  the   power  of  culture,  and  markets,   to  aZract  visitors  and  pa,ents   from  the  Middle  East.    They  began  with  small  dialogues   and  explora,ons,  gleaned   trends,  and  began  to  nurture   them,  leading  to  a  major  new   revenue  stream  and   interna,onal  growth.  
  • 26. Five  Strategies  to  Get  Started     What    How      Challenges    Example   Cultural  strategy  starts  with  an   awareness  of  the  role  that  culture   plays  in  everyday  life.   As  a  content  professional,   you  can  start  by  “seeding”   cultural  awareness  internally,   within  your  own  organiza,on.       2.  BEGIN  creaHng  an  internal  “culture  of  awareness”  
  • 27. Five  Strategies  to  Get  Started    What     How      Challenges    Example    IdenHfy  internal  stakeholders    Build  a  core  “team”  or  circle    Organize  opportuni,es  for   dialogue  and  exchange    Expand  the  circle    Create  a  founda,on  for  a   mul,cultural  approach  to   your  content.   2.  BEGIN  creaHng  an  internal  “culture  of  awareness”  
  • 28. Five  Strategies  to  Get  Started    What    How       Challenges    Example    Staffing    Budgets    People  are  busy    Culture  is  abstract    Ins,tu,onal  iner,a   2.  BEGIN  creaHng  an  internal  “culture  of  awareness”  
  • 29. Five  Strategies  to  Get  Started   2.  BEGIN  creaHng  an  internal  “culture  of  awareness”    What    How      Challenges     Example    From  the  California  Endowment:   Report  on  Hospitals,  Language  and   Culture:  A  Snapshot  of  the  NaHon.   Hospitals, Language, and Culture: A Snapshot of the Nation Exploring Cultural and Linguistic Services in the Nation’s Hospitals A Report of Findings Amy Wilson-Stronks and Erica Galvez “Hospitals  should  provide   for  internal  mul4disciplinary   dialogues  about  language   and  culture  issues.”  
  • 30. Five  Strategies  to  Get  Started   2.  BEGIN  creaHng  an  internal  “culture  of  awareness”    What    How      Challenges     Example   “We  are  making  mul=cultural   part  of  everything  we  do.”          -­‐-­‐  Tony  Rogers,          Sr.  VP,  Brand  Mktg  and  Adver,sing          Walmart  
  • 31. Five  Strategies  to  Get  Started     What    How      Challenges    Example   We  can  only  improve  what  we  can   measure.   Develop  some  basic  metrics   around  key  cultural  indices,   demographics  and  business  issues   relevant  to  your  field.   3.  BUILD  Culture-­‐based  AnalyHcs  
  • 32. Five  Strategies  to  Get  Started    What     How      Challenges    Example    IdenHfy  opportuniHes  (areas/ things  to  measure  that  are  ripe  for   improvement)    Take  empirical  measures    Work  to  refine  and  crystallize   the  subject(s)  being  measured.    Confirm  results    Con,nuously  improve   3.  BUILD  Culture-­‐based  AnalyHcs  
  • 33. Five  Strategies  to  Get  Started    What    How       Challenges    Example    Data  collec,on  systems  may   present  challenges    I.T.  may  not  cooperate  easily    Goals  may  become  “clouded”    Short-­‐term  gains  may  be  elusive   3.  BUILD  Culture-­‐based  AnalyHcs  
  • 34. Five  Strategies  to  Get  Started    What    How      Challenges     Example   The  case  of  Diabetes  in   the  Somali  community   3.  BUILD  Culture-­‐based  AnalyHcs  
  • 35. Five  Strategies  to  Get  Started     What    How      Challenges    Example   All  communica,on  is  local.    Cultural  communica,on  is  all   about  tailoring  your  content  for   maximum  effec,veness.   A  culturally-­‐driven  content   strategy  requires  a  global  strategic   pla`orm.   4.  START  Localizing  Your  CommunicaHon  
  • 36. Five  Strategies  to  Get  Started    What     How      Challenges    Example   Star=ng  tac=cally:  Select  a  few   key  communica,on  pieces  to   localize  (translate)  and  develop  a   feel  for  it.   Star=ng  strategically:  Develop  a   localizaHon  road  map  that   iden,fies  key  communica,on   goals  and  builds  towards  a   culturally-­‐driven  user  experience.   4.  START  Localizing  Your  CommunicaHon  
  • 37. Five  Strategies  to  Get  Started    What    How       Challenges    Example    Budget    Time    Fear    Ques,onable  business  case   (Where’s  the  ROI?)   4.  START  Localizing  Your  CommunicaHon  
  • 38. Five  Strategies  to  Get  Started    What    How      Challenges     Example   4.  START  Localizing  Your  CommunicaHon   Examples  from  your  company   or  field  of  prac4ce?  
  • 39. Five  Strategies  to  Get  Started     What    How      Challenges    Example   A  culturally-­‐driven  content   strategy  requires  a:    Pla`orm    Road  Map    Long-­‐term  orienta,on   5.  THINK  and  PLAN  for  the  Long  Term  
  • 40. Five  Strategies  to  Get  Started    What     How      Challenges    Example    Audit  your  current  state.    Develop  a  strategic  road  map.    Build  a  dedicated  team.    Leverage  technology.   5.  THINK  and  PLAN  for  the  Long  Term  
  • 41. Five  Strategies  to  Get  Started    What    How       Challenges    Example    Most  ins,tu,ons  do  not  “think”   long-­‐term.    Budgets  are  ocen  annual,  not   beyond.    Results  may  take  a  while  to   appear  in  metrics.   5.  THINK  and  PLAN  for  the  Long  Term  
  • 42. Five  Strategies  to  Get  Started    What    How      Challenges     Example   Blood  analyzer  (med  device)   5.  THINK  and  PLAN  for  the  Long  Term  
  • 43. Five  Strategies  to  Get  Started   Summary:  5  Strategies  to  Get  Started   1.  Recognize  the  power  of  culture.   2.  Begin  crea,ng  an  internal  “culture  of  awareness.”   3.  Build  culture-­‐based  analy,cs.   4.  Start  localizing  your  communica,on.   5.  Think  and  plan  for  the  long  term.   and  most  importantly...  
  • 44. Celebrate  cultures.   They  are  keys  to  reaching  your...    Clients    Audiences    Market  segments  
  • 45. The  Global  Content  Lifecycle   Sourcing  for  Success   Global  SEO   Global  Teams   ReporHng  and  Metrics  
  • 46. Global  Content  Lifecycle   ORGANIZING  >    Old  Prac,ce:    BeZer  Prac,ce:    Best  Prac,ce:   PUBLISHING  LOCALIZING  >  AUTHORING  >   IT-­‐Centric   Content-­‐centric   Customer-­‐centric  Customer-­‐centric  
  • 47. Global  Content  Lifecycle   ORGANIZING  >    Old  Prac,ce:    BeZer  Prac,ce:    Best  Prac,ce:   PUBLISHING  LOCALIZING  >  AUTHORING  >   “Linear”  Authoring   Content  Management   ConversaHon  Management  ConversaHon  Management  
  • 48. Global  Content  Lifecycle   ORGANIZING  >    Old  Prac,ce:    BeZer  Prac,ce:    Best  Prac,ce:   PUBLISHING  LOCALIZING  >  AUTHORING  >   TranslaHon  as  Commodity   The  “Global-­‐Local”  Blend   LocalizaHon  as  ROI  “Sweet  Spot”  LocalizaHon  as  ROI  “Sweet  Spot”  
  • 49. Global  Content  Lifecycle   ORGANIZING  >    Old  Prac,ce:    BeZer  Prac,ce:    Best  Prac,ce:   PUBLISHING  LOCALIZING  >  AUTHORING  >   Pull  (“come  and  get  it!”)   Push  (publishing  as  monologue)   Push-­‐Pull  (publishing  as  dialogue)  Push-­‐Pull  (publishing  as  dialogue)  
  • 50. Sourcing  for  Success    Old  Paradigm:    New  Paradigm:   TransacHon-­‐based   Partner-­‐based  
  • 51. Global  SEO    Seman,c  Mapping    Concepts,  not  words:  TranscreaHon   Meanings Concepts Purpose Words / Logo TRANSCREATION "SURFACE" TRANSCREATION SOURCE TARGET SOURCE LANGUAGE / CULTURE DEEPER LEVEL SURFACE LEVEL Meanings Concepts Purpose Words / Logo TARGET LANGUAGE / CULTURE
  • 52. Working  on  Global  Teams   “HARD”  FACTORS   “SOFT”  FACTORS    Deadlines  &  Schedules    Business  Objec,ves    Budgets    Risks    Constraints  
  • 53. Working  on  Global  Teams   “HARD”  FACTORS   “SOFT”  FACTORS    Personali,es    Personal  agendas    Cross-­‐cultural  communica,on    Cultural  differences    Miscommunica,on    Incorrect  or  differing  assump,ons  
  • 54. Working  on  Global  Teams   “HARD”  FACTORS   “SOFT”  FACTORS   Which  category  of  factors  is  more  likely   to  complicate,  jeopardize  or  derail   a  Global  Team  project?  
  • 55. Working  on  Global  Teams   “HARD”  FACTORS   “SOFT”  FACTORS   A  few  cultural  Hps  for   working  at  the  intersecHon  of   Global  and  Local,  on  Global  Teams  
  • 56.  Slow  down    Be  extra  courteous    Look  in  all  direc,ons    Watch  for  bumps    Be  aware  of  all  different  ac,vity  (bikes,  pedestrians,  kids,  elderly,   joggers,  skateboarders,  pets,  squirrels,  etc.)     What  does  this  mean  in  terms  of  global  communica,on?  
  • 57. Basics    Opening  and  closing  of  mee,ngs  (respec,ng  formality)    Taking  turns  during  conversa,ons  (ac,ve  listening)    Interac,ng  vs.  InterrupHng  (ac,ve  listening)    Avoiding  slang  or  jargon  
  • 58. Intermediate    Frame  ques,ons  affirmaHvely    Use  of  silence    Be  careful  with  humor    How  much  detail?  
  • 59. Advanced    Conflict:  Air  it    or    Avoid  it?    Be  aware  of  rank  and  its  effect  on  communica,on    Time  is  culturally  rooted    “Saving  face”   ...and  of  course...  
  • 60. Peer  recogniHon  is  universal.    Individual    Collec,ve    Mutual  
  • 61. Meet  George!   George  manages  a  global  project  with  co-­‐workers  located  across   several  ,me  zones,  cultures  and  na,onali,es.  They  are  in  touch  daily   via  email  and  phone,  weekly  via  conference  calls,  etc.  
  • 62. QuesHon  #1   George  tries  to  rally  his  global  team  to  make  a  deadline  by  telling  them:   “OK,  guys,  we  gooa  hit  the  ground  running  and  slam-­‐dunk  this.   My  manager  is  breathing  down  my  neck  to  slide  this  puppy  into   home  and  nail  it  by  Friday.  Otherwise,  he’s  gonna  kick  me  where   the  sun  don’t  shine.”   What’s  wrong  with  this  approach?   Key  Lesson:  AVOID  SLANG  OR  JARGON.   C)  No  clear  ac,on  items   D)  All  of  the  above  B)  Too  much  American  slang   A)  Not  specific  enough  
  • 63. QuesHon  #2   George  asks:   “Can  you  each  confirm  who  will  not  be  aoending  next  week’s  call,   so  I  can  decide  if  we  should  cancel  it  or  not?”   What’s  wrong  with  this  ques=on?   Key  Lesson:  FRAME  QUESTIONS  AFFIRMATIVELY.   C)  George  does  not  have  the   authority  to  cancel  the  mee,ng     D)  All  of  the  above  B)  It  is  framed  in  the  nega,ve   A)  It  is  not  appropriate  to  ask   who’s  not  aZending    
  • 64. QuesHon  #3   George  decides  to  break  the  ice  with  the  following:   “While  we’re  waiHng  for  the  others  to  join  our  meeHng,  did  you   hear  about  the  foreign  pet  store?  They  had  a  sale  on  dogs,  “Buy   one,  get  one  flea.”   What’s  wrong  with  this?   Key  Lesson:  BE  CAREFUL  WITH  HUMOR.   C)  It’s  a  slam  on  foreign   pronuncia,on  of  English   B)  It’s  a  poor  example  of  humor.   D)  All  of  the  above.   A)  It  is  too  informal  for  a  global   business  mee,ng    
  • 65. QuesHon  #4   George  wants  to  break  the  meeHng  for  lunch.  He  asks:   “Shall  we  finish  discussing  the  schedule  first  and  then  break  for   lunch,  or  shall  we  eat  first  and  reconvene  in  an  hour  to  conHnue   with  a  discussion  of  costs?”   What’s  wrong  with  this?   Key  Lesson:  SAY  ONE  THING  AT  A  TIME.   C)  Costs  should  never  be   discussed  in  a  global  mee,ng   B)  It’s  a  poor  example  of  humor.   D)  All  of  the  above.   A)  Grouping  together  mul,ple  thoughts   into  long  complex  sentences  may  be   harder  for  non-­‐na,ve  speakers  to  follow    
  • 66. QuesHon  #5   George  tries  to  show  respect  for  people’s  Hme  by  speeding  through  project   preliminaries:   “Hey,  I  know  everyone  is  busy,  so  let’s  skip  the  details  and   get  right  to  your  quesHons.”   What’s  wrong  with  this?   Key  Lesson:  RESPECT  FORMALITY.   C)  Going  step-­‐by-­‐step  may  seem   formalis,c  to  some  cultures,  but  in   others  it  is  taken  seriously;  skipping  it   seems  amateurish  or  unprofessional.     B)  Respect  is  ocen  beZer  shown  by   reviewing  details,  not  skipping  them.   D)  All  of  the  above.   A)  The  formality  of  reviewing  project   details  is  important  for  global  teams  to   ensure  non-­‐proficient  English  speakers   comprehend  it.    
  • 67. QuesHon  #6   George  asks  if  anyone  has  concerns:   “So,  if  anyone  has  any  concerns  or  problems  with  the  plan  I’ve  just   presented,  feel  free  to  speak  up  now.”   What’s  wrong  with  this?   Key  Lesson:  SPEAKING  UP  MAY  BE  CULTURALLY  RELATIVE.  Be  sure  to   seek  feedback  through  mul,ple  channels.     C)  It  doesn’t  maZer  what  George’s   team  thinks.     B)  Nothing  is  wrong  if  nobody  speaks  up.   D)  All  of  the  above.   A)  In  many  business  cultures,  workers  will   not  ques,on  their  managers,  and  certainly   not  in  a  public  mee,ng.    
  • 68. QuesHon  #7   Pressing  further,  George  quesHons  a  team  member:   “So,  Kayla,  you  didn’t  respond  to  my  email.  Is  your  team  not  on   board  with  the  plan?”   What’s  wrong  with  this?   Key  Lesson:  “SAVING  FACE”  IS  A  VITAL  CROSS-­‐CULTURAL  SKILL.   C)  Kayla  never  responds  to   emails.     B)  Ques,oning  Kayla’s  team  publicly   goes  against  the  idea  of  “saving   face.”   D)  All  of  the  above.   A)  Nothing—Kayla’s  team  is  always   on  board.    
  • 69. QuesHon  #8   George  noHces  a  key  team  member  is  remaining  silent  and  sullen,  and  he   wants  her  to  express  her  input  to  the  team.   George’s  most  effec=ve  steps  would  be  to:   Key  Lesson:  DEMONSTRATE  ACTIVE  LISTENING.  There  are  many   ways  to  do  it,  including  showing  respect,  pausing  (silence  can   demonstrate  listening),  and  repea,ng  words  to  confirm  you   understand.   C)  Leave  her  alone  and  ask  her   “off  line.”     B)  Ask  her  to  speak  in  the  form  of  a   ques,on,  such  as  “Do  you  think...?  Or   “Would  you  share...?”   D)  Try  to  engage  her  and  show   her  the  respect  that  you  are   listening  for  her  input.   A)  Go  around  the  room  (virtually)  and   when  they  arrive  to  her,  she’ll  speak  up..    
  • 70. QuesHon  #9   George  gets  several  emails  just  before  his  global  team  meeHng:   What’s  wrong  with  this?   Key  Lesson:  Time  varies  by  culture.  Balance  “hard”  factors   and  “soc”  factors  to  keep  everyone  on  board  and  engaged.   C)  George  needs  to  remind  everyone   that  “,me  is  money.”     B)  Nothing,  unless  the  home  team  lost.   D)  None  of  the  above.   A)  Everything,  since  nobody  on  George’s   team  is  doing  their  part.   The  Brazilian  team  will  be  late,  the  German  team  has  already   logged  on  and  is  waiHng  impaHently,  the  Italians  are  out  to  lunch,   and  the  Americans  are  busy  checking  sports  scores.  
  • 71. QuesHon  #10   George  realizes  his  global  team  members  all  want  to  do  a  good  job,   but  working  virtually  makes  it  difficult  to  moHvate  and  reward  his   team  members.   What  can  George  do?   Key  Lesson:  PEER  RECOGNITION  IS  UNIVERSAL.   C)  Celebrate  project  milestones   with  a  collec,ve  recogni,on  that   others  may  see.   B)  Reward  key  contributors  with  a   small  gic.   D)  All  of  the  above.   A)  Recognize  the  accomplishments  of   specific  team  members  during  the   mee,ng  in  order  to  show  apprecia,on   in  front  of  peers.  
  • 72. 9-­‐10  Ambassador  Level   7-­‐8  Culturally  Fluent   5-­‐6  Ambassador  Level   3-­‐4  You  can  probably  say  cerveza.   0-­‐2  Your  passport  may  be  revoked.  
  • 73. ReporHng  and  Metrics    Old  Prac,ce:    BeZer  Prac,ce:    Best  Prac,ce:   SupporHng  the  Paper  Industry   The  Birth  of  “Big  Data”   Measuring  for  Meaning  
  • 74. Exercise:  Measuring  for  Meaning   The  Goal:   Develop  metrics  that  are  ac,onable,  relevant   and  understandable  across  the  enterprise.     1)  Form  small  groups  and  select  one  of  the  three  scenarios  on  the   Measuring  for  Meaning  worksheet.   2)  Discuss  the  goal,  and  iden,fy  the  outputs  and  inputs  you  will  need   to  manage  toward  the  goal.   3)  Bonus:  Iden,fy  the  type(s)  of  systems  or  middleware  you  will  need   to  capture  the  metrics  (PM  tracking  socware,  ,mesheets,  etc.)