Best practices for globalization technology solutions


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Best practices for globalization technology solutions

  1. 1. “Best Practices for Globalization Technology SolutionsWhite Paper © TransPerfect 2010
  2. 2. Best Practices for Globalization Technology SolutionsIntroduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Part I: The Changing Value of Globalization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Market Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Trends in Globalization Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Part II: Best Practices for Globalization Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Best Practice #1: Effective Balance of Centralized and Distributed Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Best Practice #2: Technology Flexibility and Interoperability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Best Practice #3: Evolving the Global Content Value Chain (GCVC). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  3. 3. Best Practices for Globalization Technology SolutionsINTRODUCTIONIn this age of global business, organizations are driven to expand In their 2009 study Multilingual Product Content: Transformingtheir boundaries, providing goods and services to an ever increasing Traditional Practices into Global Content Value Chains2, industrynumber of countries and communities around the world. Part and analyst organization Gilbane Group surveyed a large number ofparcel of this outward expansion is the need for businesses to medium to large sized organizations about globalization. The studycommunicate in the local language of their customer base. yielded some interesting results:For many organizations, the ability to communicate globally n 89% said multilingual communications were an importantbecomes a make-or-break proposition. While the organizations factor in major business initiatives. Citing the importance ofthat excel at providing multilingual content are well-positioned to communicating in multiple languages, one VP of global contentbecome the next generation of industry leaders, those who decline management at Hewlett-Packard, which does 69% of theirto provide local-language information, or who do so inadequately, business outside the United States, remarked that 90% of theirmay risk limiting regional business or even killing it entirely. customers buy based on information content, not on touching the actual product.Over the past five years, globalization – along with the technologythat powers it – has rocketed in importance, rising to become a n 77% currently translate company, product, and marketingcore component of the Global Content Value Chain that delivers materials into ten or more languages. 50% translate contentinformation in multiple languages around the world. “Best Practices into more than 20 languages.for Globalization Technology Solutions” introduces a new view of n 61% said their companies would be at considerable orglobalization, centered on how technology impacts worldwide extreme risk if they do nothing to improve their global contentoperations. The purpose of this white paper is to help organizations value chain.navigate the current market changes to deliver multilingual infor-mation that will ensure their continued success. The changing view of globalization is evident not only in product and technical information, but also in branding and marketingPart I provides an overview of the current challenges and trends content. A study from Forrester Research3 revealed that mostfacing the globalization market, focusing on technology as a critical marketing professionals expect to be operating in five or morefactor for progress. languages within two years; the expectation among European firmsDrawing upon TransPerfect’s experience as a leading localization and is fifteen or more languages.translation firm, Part II presents a number of best practices to assist To many enterprises, the most pressing concern is their ability toorganizations in delivering local-language content to constituencies create and present websites in multiple languages. Websites havearound the world. become a major vehicle for communicating with – and selling to – constituencies around the world. They are a focal point of both risk and opportunity as visitors and readers are no longer confined byPART I: THE CHANGING VALUE OF GLOBALIZATION geographic boundaries.Market Requirements In an eight-nation survey of 2,400 customers, localization industryGlobalization, in this white paper, refers to the preparation and analyst Common Sense Advisory4 found that 52% of customers buypublishing of content for global markets, with particular emphasis only from websites where the information is presented in their nativeon the technology and processes required to deliver multilingual language. And in nations like Japan and France, this is true for moreinformation. As globalization has grown in importance in recent years, than 60% of the has transformed from a secondary consideration (“the language Additionally, the more important an item is to the buyer, the greaterafterthought syndrome”) to one of the basic requirements for the impact of local-language web communications. For example, adelivering a product or service to market. It is now considered a vast majority (85%) felt that pre-purchase information in their owncore function within the Global Content Value Chain (GCVC)1, language was a critical factor in buying insurance or financial services,which is a strategy for moving multilingual content from creation while only 46% said language was important when buying a consumption. Global Content Value Chain Translate / Create Manage Publish Consume Localize (Source: Gilbane Group) 1 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  4. 4. Best Practices for Globalization Technology SolutionsThe returns from international business are growing as well. n 76% of companies say that the accuracy of local languageAccording to Forrester Research, 55% of companies expect to content is a pain point in managing global brands. Many firmsgenerate more than a quarter of their revenues from outside admitted that their customer experience suffered as theytheir home country within two years, while 30% of European went global, and that they faced particular difficulties infirms expect to generate more than half their revenues from maintaining the consistency of their global brands (Source:outside the home country within that same timeframe. Already, Forrester Research).many of the world’s largest corporations are experiencing this There are various strategies for meeting globalization goals andtrend. Examples include: addressing its challenges. Historically, enterprises have outsourced nearly all of their localization and translation services to Language Corporate Revenues Outside Home Country Service Providers (LSPs). Viewing the LSP relationship as a simple Headquarters % of Revenue Outside fee-for-service transaction, companies focused primarily on costs Company and deadlines, often at the expense of language quality and brand Country Home Country consistency. This scenario, however, has evolved. As companies 3M USA 63% race to increase international business, they’re developing a deeper Canon Japan 73% understanding of globalization technologies and processes and Caterpillar USA 58% have begun to demand more from their LSPs. These days, many GlaxoSmithKline UK 66% organizations are looking for LSPs who can become trusted advisors, even strategic partners, in delivering global information. Hewlett-Packard USA 69% Intel USA 79% “In the old context, companies managed functions internally that represented their high-value core (Sources: Recent annual reports for the above companies) 5 competencies, and then outsourced the lower value operations to third parties. But with customersThe Localization Industry Standards Association (LISA) states in a demanding high value in everything a vendor does,“best practices” survey and report6 that its members are deriving it is not possible to divide the work in such simplistic$25 in additional revenue for each $1 spent on localization. terms.”8 (Source: Gilbane Group)Moreover, the returns from globalization are often linked directly Companies struggle with managing the tension between theto the highest level corporate objectives. Gilbane’s Multilingual need to provide high-quality global content for customers andProduct Content cites five corporate business goals where global- their fiscal responsibility to produce returns for shareholders. Theyization produced significant Return on Investment (ROI)7: require globalization solutions that provide high-value multilingual n Customer satisfaction and experience – 40% content effectively and efficiently. According to Gilbane, this tension n Global-ready technology architecture – 24% has led to the prevalence of two paradoxical trends: service divergence n Cost savings – 18% and service convergence. n Meeting regulatory requirements – 9% n Increased revenue and customer base – 9% The Evolving Service ProviderAs shown above, investments in globalization – with technologyas a major component – are acknowledged to yield positive returnsand have been key contributors to success. 100% of those surveyedin the Gilbane study are considering changes or enhancements totheir globalization technology and infrastructure within the next12 to 24 months.While nearly everyone agrees on the business imperative toincrease and improve the delivery of multilingual information,it remains a challenging process. Not all organizations succeedequally, and some are not sufficiently prepared to address it: n 50% of giant enterprises having trouble achieving returns from global expansion acknowledge that process optimization for globalization could improve profits for their global (Source: Gilbane Group9) business (Source: Deloitte Research). 2 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  5. 5. Best Practices for Globalization Technology SolutionsOn one hand, the globalization industry is consolidating into fewer tool into a cornerstone technology for ensuring the value, quality,players, with an emphasis on strategic, long-term relationships. and timeliness of multilingual content. In the chart below, overOn the other, a service divergence is underway in which industry 80% of those surveyed identified these five factors in valuing theclients want it both ways – greater efficiency, faster time to market, use of TM as “critical” or “very important.”11and reduced costs, as well as access to technology integrationservices, specialized expertise (e.g., vertical markets, compliance), Value of Translation Memoryand improvements in online customer experience. In a world ofservice divergence, whether the goal is getting a lower price oradding a high-value service, it’s critical to gain greater controlover multilingual assets. This means that a company must increaseits knowledge of – and visibility into – localization technology,processes, and vendors. Greater visibility, however, requires a newtransparency, a comprehensive window into localization andtranslation. At TransPerfect, our more sophisticated clients areactively involved in choosing technologies, honing localizationprocesses, selecting LSPs, monitoring and improving job andvendor performance, and advancing the maturity of their GlobalContent Value Chains (GCVCs). In this environment, transparencyhas grown into a key LSP offering.Trends in Globalization Technology (Source: Gilbane Group)As globalization has been incorporated into companies’ primary Another key trend is the growing importance of centralizedbusiness decisions and processes, there has been tremendous management of TM as organizations strive to effectively balancepressure to standardize and automate the infrastructure and in- the use of a central corporate TM with regional TM repositories.crease the reuse of approved, localized information. Technology Centralized TMs also provide enterprises with greater flexibilityis central to this change, and at its heart is the Globalization in selecting and managing LSPs. When TMs are not divided intoManagement System, or GMS (TransPerfect’s GMS is the GlobalLink™ separate silos, the gains in the richness of the TM can be sharedProduct Suite). While a GMS can be very complex and have many across multiple projects and vendors. As broader access to centralcomponents, the three core pieces are: TMs becomes standard fare, an organization gains more freedom n Translation Memory (TM) – A database that stores previously to use vendors based on expertise, price, and performance, as translated text segments, which can then be reused in full or opposed to being compelled to use a vendor because they control in part. access to TMs. Today, two-thirds of companies centralize their TM, and about a third manage TM using a distributed manner in which n Terminology Management – A database of terms (and contextual different regions manage their own local-language TMs.12 information relating to those terms) that shows equivalents from one language to another. How Companies Manage Translation Memory (TM) n Project Management and Workflow – Globalization-specific project management and workflow that drive the work from initiation and translation to review and completion. In some cases, this workflow connects globalization with the other functions within the value chain, such as content management, authoring, and publishing. This component also incorporates management of language vendors and translators, with mechanisms for managing the complete translation environ- ment efficiently and cost-effectively, including factors such as vendor cost models and job routing.Many long-time users of localization and translation services eitherare well aware of the TM that LSPs use on their behalf, or havetheir own TM solution in place. Although it is “the grandfather ofall translation tools,”10 TM has evolved from simply a cost savings (Source: Gilbane Group) 3 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  6. 6. Best Practices for Globalization Technology SolutionsOrganizations are also working hard to standardize the creation Integration between CMS and GMSof both source content and translated information. They aim toimprove the accuracy and quality of multilingual communications No integrationwhile simultaneously increasing the content volume, thereby 40%gaining efficiencies that speed time to market and reduce costs.The most prominent globalization function in content creation,and a crucial factor in standardizing content creation, is termi-nology management. According to Gilbane, over 80% of thosesurveyed consider terminology management essential to globalcustomer experience, brand management, and overall quality andconsistency. While 82% have terminology management solutions Level 1in place, a large number of enterprises persist in managing termi- Level 2 40% 20%nology through unsophisticated – even primitive – approaches,such as spreadsheets.13 (Source: Gilbane Group) Terminology Management Approaches n Level 1: Autonomous workflows; manual email/FTP transfers; some level of automated assembly of required content objects 19% Terminology management, 20% for translation spreadsheet-driven Terminology management, n Level 2: API-level integration; user interface commands to commercial product kick off workflow; auditing of state changes; automated Technology-driven workflow server/FTP transfers Manual workflow n Level 3: Level 2, plus visibility/queries into Translation 19% Quality controlled authoring Management System (TMS) project management and 25% process 13% Translation-guided 4% authoring Surprisingly, 40% of organizations have no integration at all between their GMS and CMS. And of those with an integration in place, 70% reported that the GMS/CMS integration was difficult (Source: Gilbane Group) to implement and maintain.One of the biggest challenges for many companies is a lack of Globalization, however, is a rich, complex, and enterprise-wideintegration between their GMS and other repositories. The ability endeavor, like ERP or CRM. To fully understand globalizationto move content from one repository or application to another in this larger context, it’s important to examine the role thatand direct this movement through some kind of workflow is technology plays in the overall value chain.essential to achieving effective global communication. The Global Content Value Chain (GCVC) – the strategy for movingYet too many organizations have no formal connection between multilingual content from creation to consumption – spans fromtheir Content Management System (CMS) and GMS. In some cases, content creation and authoring, to localization and translation, tothey are compelled to manually move content from the CMS to the content management and publishing, to the final local consumptionGMS, and once the translations are complete, they face difficulties of information. Globalization technology within the GCVC includesreturning the original and translated versions to the CMS. In-house tools for managing TM and terminology assets, as well as projectlocalization teams and LSPs may be compelled to rely upon IT management and workflow tools, among others. It also requiresdepartments to orchestrate data movement on a case-by-case interaction between globalization and all the functions andbasis, which IT often considers a lower-priority task. services involved with the delivery of multilingual contentPoor or missing CMS/GMS integration creates bottlenecks that across the GCVC.slow communications, escalate costs, and generate extra workload. The chart on the following page illustrates some of the commonAs shown here, only a small share of organizations have well- technologies involved in the GCVC.15developed CMS/GMS integrations in place today. 4 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  7. 7. Best Practices for Globalization Technology Solutions GCVC Technologies Translate / Create Manage Publish Consume Localize Designers Engineers Authors MLVs Content Publishers Global Product Developers Editors SLVs Mangers Consumers Managers Illustrators Translators Product Product Translation Memory Management Design Development Human & Product Product Authoring / Machine Publish Planning Internationalization Editing Translation Content Mangement Visual Software Writing for Localization Translation and Testing Terminology Management Translation Vendor Illustration Management Project Management and Workflow (Source: TransPerfect)While many organizations recognize the value of globalization, Best Practice #1: Effective Balance of Centralizedvery few excel at evaluating their own organization’s GCVC. and Distributed ManagementHowever, with globalization’s increasing focus and growing Most companies’ GCVCs emerge and grow organically. In a typicalbudgets, companies and organizations will need to become scenario, localization might begin with one of the larger countriesadept at assessing current status and performance, improving or divisions engaging a local Language Service Provider (LSP) todeployment of globalization technologies and services, and translate product collateral, corporate brochures, or marketingevolving the value chain to address the challenges ahead. campaigns. Then, with success, the volume of translations and theThis is the subject of the best practices section that follows. budget required to deliver multilingual content increases over time. Back at headquarters, a company’s product group learnsPART II: BEST PRACTICES FOR GLOBALIZATION that products were introduced months late into certain countries because product materials were not ready in the local languages.TECHNOLOGY Product management and marketing soon recognize the needEvery organization tends to be unique in managing content to translate product manuals and marketing collateral as a pre-globalization, and the forces driving change on an enterprise requisite to introducing new products into multiple countries on alevel are often a highly specific mix of business drivers, regional timely basis. For this reason, they begin using a central repositoryand group needs, competitive pressures, and cost concerns. Our of translations that is leveraged across many different documentsexperience at TransPerfect has been that globalization technology and communications. A while later, corporate marketing also beginsand processes evolve in ways that are organic and particular to using the central repository to drive consistency in communicationseach organization, and the success of each organization depends for their leading brands across many languages.on how effectively they navigate the web of change. For this rea- But is it more valuable to produce significant sales increases inson, we have developed a number of best practices to help our Japan and Germany or to achieve brand leadership in 35 countries?clients achieve their desired ends. At TransPerfect, we have identi- Is it better to simultaneously release products in 20 countries,fied three core best practices for globalization. or to focus on becoming the market leader in Arabic-speaking n Effective Balance of Centralized and Distributed Management countries? In the end, this dilemma is rarely resolved by choosing n Technology Flexibility and Interoperability between centralized and distributed management of localization n Evolving the Global Content Value Chain (GCVC) operations; instead, companies tend to achieve the greatest success 5 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  8. 8. Best Practices for Globalization Technology Solutionsby optimizing the balance. Centralized operations improve corpo- Whether it is the people who work with technical product manualsrate governance, promote global brand consistency, streamline or those who develop company brochures, everyone recognizesproduct lifecycle management, and provide a base of translated the value of a term base. Most work groups can create a glossarycontent that all can draw from. Regional operations hone comm- of important terms, and work with others to identify the mostunications to meet local business and cultural needs, accelerate appropriate equivalents in target languages. Yet few see how thepenetration into local markets, select the best products for new process can be streamlined and accelerated.countries and markets, and ensure the accuracy of local-language This is where the technology for terminology management comesinformation. Achieving the right balance between centralized and into play. Leveraging terminology management software anddistributed operations occurs when both corporate and regional tying it closely to – even embedding it in – central aspects ofneeds are met within the confines of a company’s culture. communication is a huge leap forward. The key is automation.When centralized and distributed management are synchronized, Terminology management is best implemented not as a structureorganizations begin to effectively scale for growth and improve imposed upon translation and localization, but as a web of checksthe overall quality and accuracy of their global communications, and balances that are invoked when content is authored, managed,as well as shorten the time and decrease the costs required to go translated, and published. If terminology management is automatedto market. How, then, is this balance achieved? Through the effec- in this way, organizations derive great gains in the consistency,tive linkage of business requirements with globalization processes accuracy, quality, and overall volume of multilingual content.and technology. It is nearly impossible to achieve balance without When terminology management is linked to other communicationa framework of base technology, and there are three core techno- technologies like TM, machine translation, and authoring, andlogical building blocks. built into the business processes for localization, authoring, and publishing, the improvements are significantly greater.Building Block #1 Building Block #3The first building block is TM (TransPerfect’s core TM technologyis the GlobalLink™ TM Server), which is central to balancing cen- The other building block and third leg of the technology stool istralized and distributed multilingual management. process management: specifically workflow, collaboration, and project management. As an enterprise solution, globalization isTM can either be deployed internally as an asset owned and a large, complex undertaking involving many different processesoperated by the company, or outsourced to LSPs. and disparate content repositories (and owners). Most of today’sWhether TM is insourced or outsourced, organizations should do leading GMS solutions have process management componentstheir utmost to gain greater control of these language assets. In that help localization professionals – and the departments thatmost cases, exerting control begins when an organization realizes are submitting content for translation and localization – drivethat their expenses for translation services have risen dramatically globalization through the enterprise. At TransPerfect, the center-and are a significant part of the overall budget. In negotiations piece of process management is GlobalLink™ Project Director,with their principal LSPs, the company realizes that they can save which acts as a hub for localization projects. It provides workflowon translation costs by paying premium translation fees only for and project management for creating projects, tracking andnet new translations, as opposed to those already in translation monitoring project status, submitting content for translation, andmemory. But cost savings are just the beginning. Organizations managing LSPs and internal/external service providers, as well asalso realize that they are able to achieve faster time to market in automating connections with TM and Terminologymultiple countries and languages because most of the content Management services.resides in TM. This is especially true when information stored in Another part of process management is implementing technologyTM is common across multiple products or multiple versions of for reviewing and validating translations. Both translators andthe same product. Moreover, such pre-translated content has reviewers have a powerful need to preview translations and viewalready been reviewed and approved, which shortens the review the source and target language side-by-side, and require an easycycle, decreases overall workload, and provides greater consistency way to do so, preferably via the web. In addition, they monitoracross localized materials. the different types of matches found in TM, ranging from 100%Building Block #2 matches where the translation and context are identical from earlier to the present translation, and fuzzy matches where thereThe second core building block is Terminology Management are approximate matches that may or may not be applicable.(TransPerfect offers GlobalLink™ Term Manager). In the Gilbane Moreover, non-professional reviewers may want to appraise thesurvey, over 80% of respondents considered terminology manage- translations without additional mark-up that might confuse ratherment as “key to global customer experience, brand management, than help (TransPerfect provides all these capabilities in ourand quality and consistency.”16 GlobalLink™ Translation & Review Portal). 6 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  9. 9. Best Practices for Globalization Technology SolutionsBest Practice #2: Technology Flexibility and database and initiate business process automation to submit intoInteroperability a localization workflow.Globalization – along with authoring, content management, and Steps can also be taken to enable a user to invoke, launch, andpublishing – is a vital function within the GCVC. When all goes manage translation services from their CMS, and for the CMS towell, translation and localization processes and technology become alert the GMS when content has changed and needs to be localized.a great enabler for global business. Unfortunately, the converse In this way, a product or marketing professional – who is not familiaris also true: globalization processes and technology can seriously with translation processes and technology – can automaticallyinhibit global growth if they operate as standalone systems and and seamlessly jump-start the localization process when theynot in concert with other portions of the GCVC. The Gilbane study need local-language content in order to meet business needs.pointed out that much is being done with people and processes TransPerfect offers modular content adaptors that fulfill this roleto promote the smooth operation of GCVCs. For example, most as well.large firms with successful globalization have an operational Compatibility is also important. In fact, the ability to accommodatechampion who leads the localization effort and educates the different file formats often turns out to be a critical function oforganization on the value of collaboration across the enterprise, any GMS. During the GCVC process, files authored in formats likean executive sponsor who sanctions globalization and the GCVC, Microsoft Word and FrameMaker are moved readily into a CMS;and a cross-functional champion who ties together the different then files in the CMS are moved into the GMS (usually involvingparts of the organization through corporate initiatives and budget, some kind of XML conversion), translated into different languages,drawing on the executive sponsor’s authority. But these heroic and then moved back into the CMS repository. Finally, the contentefforts hit a stone wall if the technologies lack flexibility, particularly passes from the CMS repository into some type of publishingif there are difficulties moving content easily between globalization application, where the content is distributed through multiplemanagement technologies and applications for content manage- channels, publishing content as printed manuals, marketing col-ment, authoring, or publishing. The key elements for successful lateral, public websites, portals, and mobile phones and devices.interoperability appear to be: At each stage of the GCVC, the content is changed or enhanced, n Integration and it must be done without data loss, corruption, or the excessive n Compatibility and Standards burden of reformatting. n Modularity and Business Flexibility Supporting industry standards is another important way of ensur-Integration refers to the technical connections between the ing flexibility and interoperability. The key is to support bothdifferent portions of the value chain. One of the most critical IT industry standards and localization standards. TransPerfectconnections is the one between the Globalization Management supports industry IT standards like XML, standard database andSoftware (GMS), like TransPerfect’s GlobalLink™ Localization Suite, repository file formats, Unicode (for software), and many others.and the Content Management System (CMS), which provides an TransPerfect also supports key localization-specific standards,intelligent repository for storing and retrieving information and such as:workflow for driving the management process. In many cases, n XLIFF (Localization Interchange File Format) – Singlecompanies pay hundreds of thousands of dollars to purchase a interchange for file formats that can be understood by anylicense for a GMS solution, and then end up spending an equal or localization provider or translator.greater amount to integrate the GMS with the CMS. n TBX (Term Base eXchange) – Interchange of terminologyOvercoming this hurdle requires prepackaged integrations data including detailed lexical information.between the GMS and CMS. The GMS architecture needs toalso provide a clear set of APIs to enable rapid integration. n TMX (Translation Memory eXchange) – Interchange ofTransPerfect, for example, has established integrations between translation memories between translation service suppliersthe GlobalLink Localization Suite and most industry-leading CMS and their applications.applications, including Day CQ5, EMC Documentum, Autonomy n SRX (Segmentation Rules eXchange) – Segmentation rulesInterwoven TeamSite, Microsoft Office SharePoint Server (MOSS), that enhance the TMX standard to provide easier exchangeFatwire’s Content Server, and Percussion’s Rhythmyx, to name a few. of translation memories and more effective leveraging ofIn addition, a deeper analysis shows that many organizations store existing memories.content on other types of repositories. To accommodate otherrepositories, the GlobalLink Localization Suite has incorporated Modularity is critical in determining the ideal GMS. As the researchsupport for most major file systems and database engines, as well shows, an organization with a significant volume of localizedas publishing APIs that permit easy connections with other reposi- information has generally developed a technology infrastructuretories. As an example, GlobalLink Content Director is a mediator and process organically over time, and carries forward a legacy in-that can monitor content in any file system or JDBC-compliant frastructure tuned to meet their needs. A company may have 7 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  10. 10. Best Practices for Globalization Technology SolutionsLSPs for large markets like Germany or Japan that they wish to Best Practice #3: Evolving the Global Content Valuecontinue to use. They may have translators that have been using Chain (GCVC)different types of desktop translation software to create TMs, and Because globalization within organizations grows organically inthese TMs must be incorporated within or added to a corporate fits and starts, operates often as an island or as an outsourcedGMS’s TMs. They may have 1,000,000 words from their operations function, and rarely has sufficient executive attention and budget,manuals authored in an older version of FrameMaker that does most organizations have a difficult time:not support XML. They may be frustrated because extensive re-formatting of text and graphics is required after the content is n Determining how well they’re doingtranslated from English to German. n Assessing the maturity of their localization operations n Putting a globalization plan in placeModularity will enable the company to continue to grow theirglobalization solution and GCVC organically, adding new features But if a company doesn’t know how well they’re doing, how willas needed within the existing infrastructure and swapping out they know what to improve? If they don’t have a roadmap, in whatold capabilities for new ones when the legacy becomes too direction should they take their globalization strategy? If theyburdensome. don’t have a clear path for advancing globalization, how will they know if they’ve succeeded? If they cannot articulate their currentSome GMS vendors require that their customers purchase a condition, how will they convince others to support the resourcescomplete integrated system and dispose of or change out every- and investment required for successful globalization?thing else. This type of wholesale transformation can underminea company’s long history of advancements, and cause excessive Earlier, this white paper referenced a maturity model for thepain and cost when they migrate to the new GMS; it can also GCVC. In 1986, The Software Engineering Institute at Carnegienegatively impact effective operations of other portions of the Mellon University released a Capability Maturity Model (CMM)GCVC involving authoring, content management, or publishing. to help companies understand how to improve the applicationAdding or changing globalization functions on a modular basis of software technologies. Over time, the CCM was generalized asenables organizations to dramatically and practically advance “a process improvement model to help organizations indentifytheir infrastructure. best practices and enhance process maturity,” which was adopted by many business and technology leaders, including Accenture,Hand in hand with modularity are flexible business practices that Boeing, Nokia, Wipro, EDS, Motorola, NEC, and Hitachi. In 2008, themake it easier for organizations to navigate through advancements Gilbane Group adapted Carnegie Mellon’s CCM to address global-in globalization. If an organization keeps their goals clearly in ization, incorporating and building upon Carnegie Mellon’s fivemind, they should require their globalization vendors to show levels of sequential development.17flexibility in accommodating the organization’s business model.Typical business trade-offs tend to be in-house versus outsource,and own versus rent. GCVC Capability Maturity ModelFor instance, Company A wants to purchase a perpetual license fora complete GMS, install the GMS solution in-house, and then provideGMS access to all internal and external translators.Company B wants the same solution as Company A, but is notprepared to move it into their data center and does not have thebudget to buy everything at once. The solution for Company B,then, could be to acquire the GMS on a Software-as-a-Service(SaaS) basis, utilizing technology and services on a pay-as-you-gobasis.Company C is committed to gaining greater control over thequality and cost of their localization/translation, but they donot consider globalization to be a core corporate competence.Company C prefers to engage their top LSPs for this purpose, andwill hold their LSPs accountable to use particular technology forthese ends, maintain consistent terminology usage, increase thelevel of translation memory reuse, and adhere to a clear expensebudget. In reality, most organizations use a mix of approaches. 8 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901
  11. 11. Best Practices for Globalization Technology SolutionsAs a best practice, TransPerfect recommends that each organiza- CONCLUSIONtion assess their level of maturity on the GCVC Capability MaturityModel. With a completed assessment of maturity, it will clarify The forces driving multilingual communication have been growing(and help make the case for) what needs to be done to advance steadily stronger as globalization rises in importance from anglobalization infrastructure and operations. Using the GCVC add-on process at the tail end of publishing to a key componentCapability Maturity Model as a blueprint provides a number of of the GCVC. As such, globalization is now inextricably linked toadvantages: core organization goals and values, including customer experience and satisfaction, brand value, profitability, and global revenues. n Aligns globalization with top business objectives As companies expand business across international markets, the (helping to secure executive support and investment) most successful firms continually assert greater control over their n Applies a greater level of precision in improving the GCVC language assets. These advances are achieved by: (deriving value from each investment) n Balancing centralized and regional management of localization n Conducts an organization-wide conversation on globalization processes (line up stakeholders to support proposed changes) n Constructing a flexible technology value chain that is inter- n Provides an objective view of the organization’s GCVC operable with other technologies and scalable enough to (less biased by departmental agendas) accommodate growthRecognizing the centralized and distributed balance, as well as the n Evolving the company value chain, particularly the technologydifferent ways that localization and translation emerge in pockets building blocks and processes, to align with top goals andacross a large enterprise, you can expect the process to be messy. ensure competitive advantageIn a global enterprise, particular groups and regions will naturally Globalization technologies are now recognized as core buildingexhibit different levels of maturity. blocks necessary for effective delivery of multilingual content.Finally, based on the outcomes from the maturity assessment, we Today, selecting the right technologies is as important asrecommend the creation of a plan for developing the organization’s picking the right LSP. The major decisions are no longer aboutglobalization technology and processes and evolving their GCVC. choosing between technology and services, but about managingThe plan should articulate a logical and coherent path to success them together to communicate successfully across a range ofand help secure a budget and resources for the proposed changes. global markets.FOOTNOTES1 Multilingual Communications as a Business Imperative: Why Organizations Need to Optimize the Global Content Value Chain, The Gilbane Group, July, 2008, p.14.2 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009.3 Managing Global Brands Locally, Forrester Research, May, 2007, p. 3.4 Going From Simple Translation to Successful Transactions on Global Websites, Donald A. DePalma, Common Sense Advisory, March 28, 2007, pp. 1-2.5 Data drawn from annual reports from 3M, Canon, Caterpillar, GlaxoSmithKline, Hewlett-Packard, and Intel available in September, 2009.6 The Globalization Industry Primer, Arel Lommel (author) & Rebecca Ray (editor), Localization Industry Standards Association, 2007, p.9.7 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.14.8 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p. 24.9 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.25.10 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.37.11 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.37.12 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.238.13 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.30.14 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.34.15 TransPerfect analysis, 2010.16 Multilingual Product Content: Transforming Traditional Practices into Global Content Value Chains, The Gilbane Group, June, 2009, p.30.17 Multilingual Communications as a Business Imperative: Why Organizations Need to Optimize the Global Content Value Chain, The Gilbane Group, July, 2008, p. 65. 9 White Paper: Best Practices for Globalization Technology Solutions l Copyright TransPerfect 2010 TPTS03004 I 1000901