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Five best investments in content globalization for 2010. Giblane keynote from SDL Innovate conference, Feb 2010.

Five best investments in content globalization for 2010. Giblane keynote from SDL Innovate conference, Feb 2010.

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    Gilbane sdl-innovate2010-final Gilbane sdl-innovate2010-final Presentation Transcript

    • wandmagic
    • A Division of Outsell, Inc. Practical Innovation: Five Key Investments for 2010 Mary Laplante VP, Senior AnalystSDL Innovate 2010, 9-10 February 2010
    • Making innovation practical“In Gilbane’s view, new value creation is the hallmark of true innovation.We define innovation as the deployment of new capabilities—people,process, and technology—that deliver new value. In simplest terms,innovation enables an organization to do something that could not bedone before. In this way, innovation is not simply a matter of scale. Itis not ‘bigger, faster, better.’ Rather, innovation is a matter offundamental, qualitative differences that result in new value foremployees, partners, customers, and shareholders. “ -- Innovation:The FICO Formula for Agile Global Expansion, Gilbane Group New capabilities deliver new value
    • “The road to globalization, it seems,is paved in words.” - Damien Joseph, Business Week, Oct 2 2009, “White House Challenges Translation Industry to Innovate”
    • “The road to globalization, it seems,is paved in words.” - Damien Joseph, Business Week, Oct 2 2009, “White House Challenges Translation Industry to Innovate”
    • Road hazards Time to market delays Inefficiencies due to redundant translations Content that should be reusable but isn’t High customer support costs due to mediocre quality of translated product content Time and money to retrofit translated content to meet regulatory requirements Maxed out language capability, constrained by non-scalable globalization infrastructures Inconsistent and out-of-synch multichannel communications Mysterious localization and translation costs
    • Road hazards Time to market delays Inefficiencies due to redundant translations Content that should be reusable but isn’t High customer support costs due to mediocre quality of translated product content Time and money to retrofit translated content to meet regulatory requirements Maxed out language capability, constrained by non-scalable globalization infrastructures Inconsistent and out-of-synch multichannel communications Mysterious localization and translation costs Language afterthought syndrome A pattern of treating language requirements as secondary considerations within content strategies and solutions.
    • Gilbane 2010 Heat Map Collaboration localize/ create manage publish consume translate enrich optimize Metrics
    • Practical innovationFocus for 2010 • Overcoming language afterthought syndromeFramework • Global content value chainsFive Key Investments • Gilbane’s heat map for addressing the syndromeStarting points • Developing a heat map for your organization
    • Gilbane Group Analyst and consulting firm focused on content technologies and their application to high-value business solutions Locations: US: Cambridge and Burlingame UK: London Practice Areas: Enterprise search, Collaboration and social media, Content globalization, Digital publishing, Web content management XML content and technologies http://gilbane.com Gilbane San Francisco 2010 May 17 – 20 A Division of Outsell, Inc.
    • Content Globalization Practice Content Technologies for Integrated Global Content Value Chains Topic Areas: technologies, services, market developments, buyer perspectives Clients: vendors, enterprise users, investors User engagements: content strategies, education, technology acquisition support http://gilbane.com/globalization 2009 Publications Innovation3:The FICO Formula for Agile Global Expansion Borderless Brand Management:The Philips 2010 Vision Multilingual Product Content:Transforming Traditional Practices to Global Content Value Chains
    • Focus for 2010:Overcoming Language Afterthought Syndrome
    • Study findings include . . .“Progress towards overcominglanguage afterthought syndrome.We see slow but steady adoption ofcontent globalization strategies,practices and infrastructures thatposition language requirements asintegral to end-to-end solutionsrather than as ancillary post-processes.” Gilbane Group, Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains
    • Road hazards Time to market delays Inefficiencies due to redundant translations Content that should be reusable but isn’t High customer support costs due to mediocre quality of translated product content Time and money to retrofit translated content to meet regulatory requirements Maxed out language capability, constrained by non-scalable globalization infrastructures Inconsistent and out-of-synch multichannel communications Mysterious localization and translation costs Language afterthought syndrome A pattern of treating language requirements as secondary considerations within content strategies and solutions.
    • Afterthought costs Paying for each correction of inconsistent terminology Paying to fix inconsistencies in corporate standards Recreating existing content Recreating content that could be captured further upstream in the product development cycle Developing content that is media-specific Manually tracking content components for translation Hand-crafting multiple websites to align with corporate branding Treating desktop publishing tools like a writer’s playground Executing separate workflows for web, print, mobile
    • Framework:Global Content Value Chain
    • Multilingual Communications as a Business Imperative Market forces driving change Obstacles and challenges Emergence of the Global Content Value Chain State of adoption Best (and worst) practices Company profiles
    • Global Content Value Chain localize/ create manage publish consume translate enrich optimize The Global Content Value Chain is a strategy for moving multilingual content from creation through consumption.The strategy is supported by practices in disciplines such as content management and translation management.The enabling infrastructure for the strategy comprises people, process, and technology.
    • Five Key Investments: The 2010 Heat Map
    • Five key investments for 2010 Target objective: addressing Language Afterthought Syndrome1. Improve quality at the source2. Pilot translation approaches3. Integrate value chain components4. Institute cross-functional processes5. Establish metrics
    • 1: Improve quality at the source Ensure that content adheres to enterprise quality standards Systematic standardization at the front end . . . Instead of ad hoc normalization throughout the chain  “Ca-ching!” each time someone needs to touch the content Multiple ways to begin building this competency
    • 1: Improve quality at the source Approaches in place for standardizing content for localization/translation 19% Terminology management 20% Translation memory management Governance program w ith 19% formal policies Informal collaboration and 7% translator feedback Strict DITA/XML/SGML topics Hybrid machine/human translation process 7% 15% Quality-controlled or translation- 13% guided authoring Gilbane Group, Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains
    • 2: Pilot translation approaches Combine human and machine resources for translation and localization Key to volume and scale (in-house and service partners) Opportunities to deal with afterthought syndrome across the chain  Primary strategic driver is reducing cost of post-sales support Driver: multilingual user-generated content (UGC)  Clinging to language afterthought syndrome makes effective use of UGC impossible  Barriers increasingly less about technology
    • 2: Process issues and MT concerns 32% 29% Technology not ready for production use Lack of established business process Unsure of technology integration process Lack of know ledge on opportunities No concerns 13% 13% 13% Process obstacles! Gilbane Group, Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains
    • 3: Integrate GCVC components Integrate technology and processes across the value chain Integration is the key to automation Automation is a “first principle” of eliminating afterthought syndrome Making language integral to end-to-end-processes comprising the value chain  Content management, translation management solutions, authoring environments, multichannel publishing, analytics tied to content consumption Beyond technology integration . . .
    • 3: Integrate GCVC components Integrate content through XML-based reuse across the value chain Proven benefits derived from standards-driven component- level management of content destined for delivery in multiple languages “. . . the added savings and higher quality enabled by coupling DITA content management with translation and terminology management tools. Now our component content strategy enables us to efficiently and flexibly create documentation. . . . Our ability to reuse content reduces time and cost to enter global markets while extending global shelf life.” -- from the FICO case study
    • 3: Integrate GCVC components Integration of content and language management systems with dynamic publishing engines Multilingual multiplier as a glaring example of afterthought syndrome“Based on qualitative evidence from the research and on Gilbane’s experience in the market, wesee that companies are still struggling with desktop publishing in order to meet requirementsfor page-formatted product content. The multilingual multiplier is again the culprit. It increasesthe cost of producing formatted output significantly, remaining a major challenge for manyorganizations.” Gilbane Group, Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains
    • Gilbane 2010 Heat Map Collaboration localize/ create manage publish consume translate enrich optimize Metrics
    • 4: Institute cross-functional processes Move content-centric processes outside a single silo through asset sharing and collaboration Functions: techdoc, training, product development, customer support , product marketing Eliminate individual afterthought processes that are inconsistent and hard to scale Pushes processes up and across the organization, closer to alignment with business goals and objectives Leverage capabilities, assets, and subject matter expertise  stronger ROI story Benefits also derive from collaboration and asset sharing  Between headquarters and regions  With service providers  With partners like digital agencies
    • 4: Institute cross-functional processes Lack of collaboration 25% Inconsistent terminology 20% Other (see below ) 15% Lack of w orkflow integration Single-sourcing to mutliple 10% channels Synchronizing source/translated content 5% Lack of project costing/mgmt 0% Content conversion/exchange Conflicting priorities Quality Other = Lack of mgmt education/visibility Lack of formal processes Lack of resources Gilbane Group, Multilingual Communications as a Business Imperative
    • 5: Establish metrics Understand and measure where and how global content impacts the business And which investments drive the business to success Formulas are non-existent  Capture performance relevant to the business Technology as an enabler  Content analytics and reporting for iterative web site improvement  Reuse data from CMS, TMS, translation memories, and terminology management tools  Tools like Net Promoter Score Enables governance for overcoming afterthought syndrome
    • 5: Measuring global content value Increased brand Faster resolution recognition; of customer accuracy of brand questions or recognition problems 6% 33% Other measurements Decrease in 22% customer questions or Increased region- problems based sales or 33% inquiries 6% Gilbane Group, Multilingual Product Communications, 2009
    • Metrics leadership Working knowledge of corporate objectives with tangible responsibilities for achieving one or more specific key performance indicators (KPIs). Deep expertise in the market objectives, performance to date, and the technical architecture of one or more product lines. Strong relationships with director or executive level personnel in other product content domains Access to metrics-generating systems in finance, accounting and customer support call centers. A perspective that understands that establishing, monitoring, and reporting performance is central to good business governance.
    • Gilbane 2010 Heat Map Collaboration localize/ create manage publish consume translate enrich optimize Metrics
    • Starting Points
    • Creating your own heat map Tools  Your GCVC  Your place on the maturity model  Transformation table/strategy Experience of other users  Case studies  Conferences  User groups  Analyst firms
    • GCVC Maturity Model Aligned Process balance Collaborative achieved between Streamlined central and content regional Operational globalization operations with processes in enterprise- Functional place based wide Accepted content on governance, globalization performance measurement, processes are metrics and and Repeatable Aware in place, but shared continuous content siloed within language improvement Reactive globalization departments assets based on headquarters processes are and regions between annual and regional developed with little to no headquarters corporate approach to according to collaboration. and regional globalization content project and content levels. strategies. globalization requirements. application. Initial/Ad-hoc Repeatable Defined Managed Optimized Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University
    • Transformation strategyNew Capabilities Old TacticsParallel product and source content development Sequential development of product and contentStructured content and software componentization Book paradigm, localization and translation as an afterthoughtContent management supporting topic-driven Source control systems for product contentcontent for reuse and automated assembly of managementcontent objectsNew roles melding traditional and customer-facing Siloed content domains, barriers betweenresponsibilities, and supporting cross-functional afterthought operations and customer-facingcollaboration activitiesAutomated multichannel publishing processes Single-output publishing processes and the multilingual multiplier
    • New capabilities, new value ROI from Investments in Globalizing Product Content 9% 9% Customer satisfaction/experience 40% Establish global-ready tech 18% architecture Cost savings Meeting regulatory requirements 24% Increased revenue/customer base Gilbane Group, Multilingual Product Communications, 2009
    • Practical innovation: summary Innovation New capabilities Overcoming language afterthought syndrome Five key investments New value
    • Thanks and contact us Mary Laplante VP Client Services, Senior Analyst +1.724.695.5675 mary@gilbane.com Twitter.com/marylaplante