Localization Maturity Model - the Reactive Stages.
We understand that most organizations do not have the time and internal resources to focus on process management and improvement on their own. Language Solutions Inc. has developed the Client Mentor Program™ to work side-by-side with our clients, guiding and empowering them to take an active role in their globalization and localization initiatives. This assistance and the tools for clients are offered for your success as your translation needs and management of those needs grow.
The LSI Global Communication Maturity Model™ 2.0 shows an enhanced view of the stages through which organizations will progress when implementing a global communications strategy. Each stage represents a point in time when an organization faces unique challenges that must be met and built upon in order to move forward on their global business path.
http://www.langsolinc.com/translation-quality-standards/localization-maturity/
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
An overview presentation of the IAG Requirements Maturity Model with description of the key capability areas and characteristics of the maturity levels.
The strategic objectives of the P-CMM are to
• Improve the capability of organizations by increasing the capability of their workforce
• Ensure that software development capability is an attribute of the organization rather than of a few individuals
• Align the motivation of individuals with that of the organization
• Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM includes practices in such areas as
• Work environment
• Communication
• Staffing
• Managing performance
• Training
• Compensation
• Competency development
• Career development
• Team building
• Culture development
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
An overview presentation of the IAG Requirements Maturity Model with description of the key capability areas and characteristics of the maturity levels.
The strategic objectives of the P-CMM are to
• Improve the capability of organizations by increasing the capability of their workforce
• Ensure that software development capability is an attribute of the organization rather than of a few individuals
• Align the motivation of individuals with that of the organization
• Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM includes practices in such areas as
• Work environment
• Communication
• Staffing
• Managing performance
• Training
• Compensation
• Competency development
• Career development
• Team building
• Culture development
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
This article looks at the decisions organizations make and what they do as they move up the scale in requirements management maturity (RMM).
Just as hiking up a mountain has a cost (in energy and time), so does this climb upward. Therefore, as we look at the benefits of reaching higher levels of maturity, we will not ignore the investment required in terms of time, effort, and money. In addition, we will analyze how automated requirements management (RM) tools can help support organizations striving for greater RM maturity.
This presentation talks about Talent Management which is the science of using strategic human resource planning to improve business value. It also focuses on core people issues, organisation asset management, challenges face by HR executives, maturity framework of PCMM and case studies of famous organizations.
In this paper we propose such a model, a framework that enables benchmarking the effectiveness of a Service-oriented Architecture (SOA) implementation and its alignment with business.
The Digital Workplace Maturity Model – Going Beyond the Intranet
What does it take to move from a traditional intranet to something that supports all aspects of a digital workplace?
* How do the dimensions of community, collaboration, communication, services and structure interrelate?
How should your organization’s strategy dictate the profile of your digital workplace?
What can we learn from similar systems about how intranets can evolve?
Sam Marshall, Director, ClearBox Consulting Ltd.
From IntraTEam Event Copenhagen 2011 #iec11
How Microsoft IT migrated SharePoint to Office 365Sam Crewdson
For 12 years Microsoft IT built and maintained a global SharePoint deployment at Microsoft. In 2012 MSIT was given a new mission – get Microsoft’s SharePoint deployment into the cloud. This session lead by Sam Crewdson explores some of the challenges that MSIT faced in moving an enterprise deployment to the cloud and will talk about lessons learned during that experience.
This article looks at the decisions organizations make and what they do as they move up the scale in requirements management maturity (RMM).
Just as hiking up a mountain has a cost (in energy and time), so does this climb upward. Therefore, as we look at the benefits of reaching higher levels of maturity, we will not ignore the investment required in terms of time, effort, and money. In addition, we will analyze how automated requirements management (RM) tools can help support organizations striving for greater RM maturity.
This presentation talks about Talent Management which is the science of using strategic human resource planning to improve business value. It also focuses on core people issues, organisation asset management, challenges face by HR executives, maturity framework of PCMM and case studies of famous organizations.
In this paper we propose such a model, a framework that enables benchmarking the effectiveness of a Service-oriented Architecture (SOA) implementation and its alignment with business.
The Digital Workplace Maturity Model – Going Beyond the Intranet
What does it take to move from a traditional intranet to something that supports all aspects of a digital workplace?
* How do the dimensions of community, collaboration, communication, services and structure interrelate?
How should your organization’s strategy dictate the profile of your digital workplace?
What can we learn from similar systems about how intranets can evolve?
Sam Marshall, Director, ClearBox Consulting Ltd.
From IntraTEam Event Copenhagen 2011 #iec11
How Microsoft IT migrated SharePoint to Office 365Sam Crewdson
For 12 years Microsoft IT built and maintained a global SharePoint deployment at Microsoft. In 2012 MSIT was given a new mission – get Microsoft’s SharePoint deployment into the cloud. This session lead by Sam Crewdson explores some of the challenges that MSIT faced in moving an enterprise deployment to the cloud and will talk about lessons learned during that experience.
This presentation shows the challenges of an Office 365 migration during a merger between two global enterprises.
The situation described is a real-world example. The company names used are fictional.
In this informative 60-minute webinar we will help you build your timeline, prepare your move, and learn ways to work with your users for a smooth transition. We’ll also discuss how to leverage SharePoint, Yammer, and One Drive for Business to truly realize the value they can offer. You will walk away being able to:
• Build your own timeline for moving to the cloud
• Understand the challanges in planning your Office 365 migration
• Know how to leverage the features of Office 365
• Describe common roll-out scenarios to your stakeholders
Basic presentation of the Atos Consulting E-Business Maturity Model, the key organizational elements and growth stages. This model is used in the E-Business Benchmark 2008.
Migrating from a SharePoint On Premise solution or other Content Management System to SharePoint Online can be quite time consuming if done by hand. There are several other methods for performing this migration, including a script based migration, developing your own migration solution with C# or using third party tools. In this session Randy will talk about defining a SharePoint Online strategy and methods for migrating data to SharePoint Online.
Filament - Power your Internal CommunicationsFilament
We are a firm offering services in the space of internal communication and workplace branding. Learn more about us by visiting www.filament.co.in or viewing the presentation.
What makes an effective internal communication function? IC conference Dubai ...Ann Pilkington
Slides from my presentation at an internal communication conference in Dubai. Speakers were drawn from both the UK and Arabic world. I spoke about setting up and managing an internal communication department.
Migrating 3000 users and 1100 applications from Lotus Notes to Office 365Arno Flapper
A large international customer decided to move into Microsoft Office 365. Their challenge is to migrate 3000+ users, 1100 applications and 100 Tb of file share data located in 50 locations and datacenters across Europe. With this migration all datacenters must be replaced by a central datacenter in The Netherlands using Office 365 and Azure within months. And we did it! A challenging project and a perfect showcase to demonstrate the do’s and don’ts when migrating to the several components of Office 365, i.e. Exchange Online, SharePoint Online and OneDrive for Business at the speed of light.
In this session we will demonstrate how we:
- Analyzed the on-premises installations
- Cleaned up the obsolete users and data
- Prepared the Office 365-tenant to host 3000 users and over 30 domains
- Set-up the AD FS-infrastructure in Windows Azure
- Migrated 3000 users, their mail domains and aliases
- Migrated the file shares to OneDrive for Business and SharePoint Online
- Migrated the applications to SharePoint Online and Azure
- The PowerShell workarounds we used to fix several incompatibility issues between Office 365 and the on-premises installations…and what not to do.
Are you looking for a better strategy to retire your legacy Lotus Notes applications and migrate them seamlessly to the cloud?
Office 365 & Azure brings best of both the worlds together to simplify and enhance the cloud experience. Office 365 with Azure allows more flexibility and greater business agility. It helps leveraging familiar tools for simple deployment, and user experiences as well as a leaner, controlled model for enterprises. Migration of legacy applications to the cloud gets you and your enterprise out of the business of hosting, supporting and maintaining the applications on your infrastructure.
Aqeel Haider, Vice President of Technology Solutions, WinWire Technologies shares an in-depth view of WinWire’s capabilities to retire and re-platform legacy Lotus applications to Office 365 & Azure.
Webinar Agenda:
An overview of WinWire’s approach in performing an assessment of legacy Lotus Notes applications
How to classify multiple Lotus Notes applications and our methodology around archiving, replacing, or consolidation of such applications
From Our Experience – Lessons Learnt
Optimizing your new application in the cloud
Continuous Delivery presents a compelling vision of builds that are automatically deployed and tested until ready for production.
Most teams aren't there yet. Some never want to go that far. Others want to push the envelope further.
This deck presents a model for scoring yourself on the continuum and examples of how companies can decide what parts of CD to adopt first, later and not at all.
How to write an internal communication strategyRachel Miller
Rachel Miller, Founder of All Things IC Communications Consultancy shares her advice on writing internal communication strategy. Features an infographic by Alive With Ideas!
Organizations that manage global communications will go through a maturation process. Learn how to move through the stages of growth and how we can help you. In the first 4 stages of maturity, it is important to understand and manage the shift in perceptions to avoid the pitfalls of the brute-force and high-risk stages.
Learn about the 10-Step Strategic Account Alignment Process:
- See the 10-step account planning and implementation process using real-world examples
- Focus on 3 of the biggest challenges facing strategic account management programs
- Learn the unique approach that Global Partners uses for the account planning and management process
Digital Workplace Case Study: How the Municipality of Duffel successfully swi...Patrick Van Renterghem
In 6 months time, the Gemeente/Municipality of Duffel has come quite close to transform into a forceful, digital local government thanks to the help of Synergics
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
Closing the Employee Skills Gap: A Framework for Future Success | Webinar 11....BizLibrary
According to the US Department of Labor July 2014 report, there are more than 9.7 million people seeking work that are unemployed. At the same time, US Bureau of Labor statistic reports there are 4.5 million unfilled job openings in the US economy.
Does a skills gap really exist in the American economy? Are there truly open jobs for which there are no qualified applicants or people to fill them? In this webinar we’ll discuss:
• Information and research about where organizations are struggling to find talent
• Practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps
• The business benefits of focusing on three critical areas: leadership skills, technical/professional skills, and IT/computer skills.
Language Solutions, Inc. Global Communication Audit for Translation ManagementLanguage Solutions Inc.
A free self assessment tool for organizations to place themselves on the Global Communication Maturity Model and audit the different areas of readiness in their organization. A tool designed for individuals, teams and departments within an organization that seek to find efficiencies, budget support, metrics and C-Level support for their global communications initiatives.
Bilingual French packaging for Canada example shows the elements of a food package which must be translated into French per the Canadian guidelines. Multilingual typesetting of French Canadian translation in InDesign file.
Website localization on the back end. Language encoded in xml file format. Language translation of a website showing the translation how it fits in the coded files. Choose a provider that understands code
2 website localization case studies highlight the elements of a website translation project from file formats, browser testing, language translation, graphics, and website back ends for 2 companies.
A guide to corporate video subtitling. Learn about options for your subtitles - burned in or text format, positioning, readability compression, frame rate, timing and innovation in subtitling.
The steps that go into Translation Memory and Terminology Management with projects at Language Solutions Inc., a provider of translation services. There are multiple checks along the way as well as version control. It is not automatically updated after translation because of revisions that may happen along the way. Effective project management + processes + precision + technology = Success
http://www.langsolinc.com/our-services/technology-services/translation-memory/benefits-of-translation-memory-management/
This presentation was presented at the Synygy conference with Maritz and Language Solutions
Running global incentive programs? There's quite a bit involved with the design and implementation of global non-cash Incentive programs.
Multinational companies that have workforce outside of the United States show a higher rate of engagement and ROI. There is a huge opportunity here.
Globalization has the biggest impact with communications and rewards. You need to plan global to achieve local.
For language, we will define adapting and translating the product to local market. Different rules structures/program design are required based on local workforce and markets. Understand how these differences will affect achieving the global goals.
Build a business case for your reason to translate. Use data and facts to support that decision and then decide to do translation, regionalization or localization. Use cultural dimensions data and research to make this decision
Health Literacy design and Plain Language Writing of a Guide to Baby's Care for American Academy of Pediatrics. Winner of Silver Medal at the NHI Award 2010.
http://www.langsolinc.com/our-services/plain-language-and-health-literacy/
We aim to build strong relationships with our clients. In addition to helping you grow your business, we also grow “you.” We don’t just work with organizations, but with individuals in those organizations whom we come to know well over time. We are committed to your personal and professional growth as we work with you.
Let us help connect all the stakeholders
We understand that you may work with a group or department and those groups may have different priorities. We also understand that group decision making can present its own challenges and be difficult. We’d like to help you find that consensus and alignment in your organization and the tools we have developed are ones that we can use with you to help with that discussion to find solutions to problems that are there. Our focus is on you and the role you play and how we can best support that role.
Are you already an advocate for International?
You may already being dealing with global communications in your organization and have a degree of global competency but want more. You may also want to advocate inside your organization to improve this area but you sense the risk that comes along with doing that. What if you can’t attract the support? You may know the value that it brings and you certainly understand the personal value and the skills that you have worked hard to acquire. Our focus is on helping you and supporting you with data, reporting, case studies and quality management tools to help you be that advocate and gain personal success.
http://www.langsolinc.com/about-language-solutions/
Language Solutions became HIPAA Compliant in September of 2013. Each employee is trained on our policies and is certified as HIPAA compliant.
Healthcare communications in English and in translation is one of our main areas of expertise. We have specialized teams with years of experience in healthcare communications, both in English with grade level rewriting for low literacy populations (Plain Language and Health Literacy) as well as dedicated Spanish teams for the U.S. based Hispanic member populations and regional Spanish, such as Puerto Rico.
We also provide 40 other languages for your diverse member populations. Each state and health plan has different member needs and languages is one of those needs. Spanish tends to be one need of most health plans but we routinely work in French for Canada, Arabic, Chinese, Vietnamese, Thai and Russian, etc for many other healthcare clients.
Outcomes for Healthcare Communications
Our expertise in the Healthcare communications Industry has allowed us to help managed care organizations communicate more effectively with their foreign language speaking member base, as well as their low literacy population. Effective communication can help healthcare organizations overcome the most prominent healthcare challenges that exist today:
- Drug adherence
- Government grade level regulations for Medicare / Medicaid
- Drug recall letter directions
- Disease management
http://www.langsolinc.com/our-services/industries/healthcare-translation/
Localization Maturity is about matching your organization’s expectations on global communication outcomes with the right people, processes and technologies. As organizations grow and their localization (translation) needs grow, that organization will have to move through stages of maturity.
Our Global Communication Maturity Model™ 2.0 shows an enhanced view of the stages through which organizations will progress when implementing a global communications strategy. Each stage represents a point in time when an organization faces unique challenges that must be met and built upon in order to move forward on their global business path. Click on the Maturity Model to enlarge and ask yourself… where would you place your organization?
Various groups in your organization may have different goals but alignment of those goals is on the maturation model. All groups are working toward moving the organization further on the model – toward efficiency, cost savings, quality in communications, less risk exposure……a better handle on International.
Click on the image of our model below to print and ask your group where they feel your organization is RIGHT NOW in their current stage.
Be the one to bring in the map to start the discussion, to find a strategy, to move forward, to make decisions. Be the one who shows how to get a handle on International…
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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1. of organizations
are in the proactive
stages of maturity
Reactive Stages Proactive Stages
AD-HOC
Organizations at
this stage are
just beginning
to respond to
international
market demands.
CONSCIOUS
Organizations at
this stage are just
beginning to
realize all that
is involved
in multilingual
communications.
BRUTE-FORCE
Organizations at
this stage have a
regular schedule
of larger scope
projects requiring
more resources,
technology and
processes. Risks
are tangible.
HIGH RISK
Organizations at
this stage have
so much invested
in translation that
they will continue
to provide global
communications.
Awareness and
management of
risks are critical
at this stage.
MANAGED
Organizations at
this stage have
a successful
business process
outsource (BPO)
model for
multilingual
communications
that has little to
no points of pain.
MATURE
Organizations at
this stage have
well documented
successful,
repeatable
processes with
stability and
predictability.
TURNKEY
Organizations at
this stage have a
higher level of
self-sufficiency
and have
internalized best
practices of the
multilingual
communications
industry.
Growth
Risk/Reward
80%
LSI Global Communication Maturity Model
of organizations
are in the reactive
stages of maturity
20%
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
2. LSI Global Communication Maturity Model
REACTIVE STAGES – PERCEPTIONS
In the first 4 stages of maturity, it is important to understand and manage the shift in perceptions to
avoid the pitfalls of the brute-force and high-risk stages:
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
AD-HOC TO HIGH RISK
KNOWLEDGE • LIMITED EXPOSURE TO
TRANSLATION PROJECTS
► • PROCESS AND COST AWARENESS
• SOME TECHNOLOGY EXPOSURE
ATTITUDES • OUT OF COMFORT ZONE
• ADDITIONAL RESPONSIBILITY ON
TOP OF OTHERS
• SHORT TERM / 'ONE-OFFs’
► • PROFESSIONAL DEVELOPMENT IN
GLOBAL AND CULTURAL COMPETENCY
A POSITIVE
• OWNERSHIP OF RESULTS
• CONTINUOUS / LONG-TERM
PERCEPTION • TRUST IS A GUT FEEL
• COMMODITY PURCHASE / PRICE
► • TRUST BASED ON RELATIONSHIP
• AWARENESS OF VALUE POINTS
• EXPERIENCE FROM PAST PAIN POINTS
SHAPES PERCEPTION
Reactive Stages
AD-HOC
CONSCIOUS
BRUTE-FORCE
HIGH RISK
Growth
3. AD-HOC CONCIOUS BRUTE-FORCE HIGH RISK
SCOPE SINGLE PROJECTS REPEAT PROJECTS
INCREASED
VOLUME &
COMPLEXITIES
HIGH VOLUME
HIGH COMPLEXITY
ORGANIZATION
ONE
INDIVIDUAL
MULTIPLE
REQUESTORS
MULTIDISCIPLINARY
GROUPS
DEPARTMENTAL
FOCUS
PROCESS
FOCUS
EXPERIMENTAL
COST DRIVER
AWARENESS
PROCESS
IMPROVEMENT
TECHNOLOGY &
AUTOMATION
BUDGET PRICE
COST
EFFICIENCIES
INVESTMENT IN
PROCESSES
INVESTMENT IN
TECHNOLOGY
Reactive Stages
AD-HOC
CONSCIOUS
BRUTE-FORCE
HIGH RISK
Growth
LSI Global Communication Maturity Model
REACTIVE STAGES – GROWTH MODEL
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
4. LSI Global Communication Maturity Model
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
1. AD-HOC STAGE – WHERE ARE YOU NOW?
SCOPE Low volume in one or two languages.
Project driven; ad-hoc
ORGANIZATION Usually managed by one individual
with other job responsibilities
PROCESS FOCUS Few or no processes are established — experimental
at best. These processes would be based around the
creation, development and deployment of source
content
BUDGET Drivers of costs are unknown
5. LSI Global Communication Maturity Model
1. AD-HOC STAGE – RISK FACTORS
Limited awareness on what goes into purchasing translation services: Buyers
cannot compare apples to apples in quotes, cannot define service levels needed
or deliverables. No performance metrics expected.
No awareness of pain points on growth in this model.
Price determines purchase decision, regardless of outcomes. Buyers tend to
purchase on a per word rate only, don’t question what is included or expected.
Project dissatisfaction because project requirements were never clearly
communicated or known. Many buyers don’t know what they need at this time.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
6. LSI Global Communication Maturity Model
1. AD-HOC STAGE – HOW CAN WE HELP?
Project assessment: we ask the right questions to determine exactly what you need.
Established Client Mentor Program ingrained in our culture to assist organizations.
The burden is on us to establish trust – let us prove our worth.
Education on our industry to raise awareness and shape perspective.
Tools and technology that fits your project needs.
Process efficiencies at this stage are tactical.
Early adoption of Language and Design Readiness process efficiencies objectives
(see our Global Readiness Audit). We help you grow through this model with less
pain.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
7. LSI Global Communication Maturity Model
2. CONSCIOUS STAGE – WHERE ARE YOU NOW?
SCOPE Still project driven, but more repeatable
ORGANIZATION Managed by individual(s) with other job responsibilities
PROCESS FOCUS Language Service Provider (LSP) is driving process
improvements; awareness on best practices in the
Language and Design Readiness categories
BUDGET Cost awareness is growing
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
8. LSI Global Communication Maturity Model
2. CONSCIOUS STAGE – RISK FACTORS
Brand consistency is at risk when foreign languages are introduced.
Loss of customer satisfaction with complaints on terminology usage.
Process inefficiencies can lead to higher costs later upon repeat projects or
growth.
Lack of structured guidelines and criteria for internal review of translation
threatens quality and timeframes.
Not able to evaluate the strategy for purchasing translation. Can’t differentiate
between suppliers or evaluate them. Not aware of pain points at this stage.
Opportunity for learning can be hindered by low cost suppliers unwilling and
unable to share best practices or any performance measures.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
9. LSI Global Communication Maturity Model
2. CONSCIOUS STAGE – HOW CAN WE HELP?
Focus and Awareness on Translation Memory and Terminology management
becomes a key strategy to manage quality and consistency at this stage.
Recommendation of key objectives and metrics defined in the Language and
Design Readiness category that will help you manage repeatable processes.
Mentorship to help identify areas of improvements in your processes.
Action plans and achievable goals for organizations to manage repeatable
projects and drive improvements on their processes and reduce costs.
Relationship and trust built on outcomes and expectations rather than
deliverables. Active listening: We listen to your point of view, needs and
expectations.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
10. LSI Global Communication Maturity Model
3. BRUTE-FORCE STAGE – WHERE ARE YOU NOW?
SCOPE Projects become more complex and multidisciplinary
ORGANIZATION Need for multidisciplinary groups to perform tasks
PROCESS FOCUS Project efficiencies do not mitigate risk. More planning
is needed to complete the task
BUDGET Cost efficiencies mitigate risk of overspending
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
11. LSI Global Communication Maturity Model
3. BRUTE-FORCE STAGE – RISK FACTORS
Risk of overspending. Process efficiencies on organization’s side are required to save on
costs.
Working with immature Language Service Providers at this stage will keep you in this
stage of growth for a much longer period of time.
Reliance on local affiliates can be too much of an influence and introduce inconsistent
brand messaging. May not adhere to schedule or guidelines and impact timeframes.
Risk of internalizing specializations to save on cost impacts outcomes.
Risk of losing momentum through push backs from upper management (resources).
Isolation of business units, divisions, or departments from each other can silo
communication.
Manual production processes make project related information difficult to manage and
track.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
12. LSI Global Communication Maturity Model
3. BRUTE-FORCE STAGE – HOW CAN WE HELP?
This stage usually warrants an interdisciplinary meeting focused on objectives and
outcomes.
Mentorship and identification of the key objectives for your organization that are
achievable in shorts periods of time. These are defined in the Content and
Strategy Readiness category and will help you standardize processes.
Analyze and Report on cost efficiencies, growth and metrics that the organization
can track for improvements.
Balanced Scorecard (outcomes and expectations) for relationship is reviewed
quarterly. Includes metrics and opportunities for improvement.
Customized service, education, reporting and research according to your specific
needs.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
13. LSI Global Communication Maturity Model
4. HIGH RISK STAGE – WHERE ARE YOU NOW?
SCOPE High volume; Scalability, Time-To-Market and Content Reuse
becomes problematic
ORGANIZATION Organization is at turning point. Global messaging has been
elevated to a key component of the organization’s strategy;
need for a more dedicated staff
PROCESS FOCUS Centralized efforts may be desired, but lack of coordination
and processes may further inhibit efficiencies
BUDGET Investment in technology, people and processes is key
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK
14. LSI Global Communication Maturity Model
4. HIGH RISK STAGE – RISK FACTORS
Because global messaging is now part of the corporate strategy, it’s requiring new
processes which can consume more of internal resources.
Without technology adoption, manual processes delay growth and progress.
Siloed organizations have difficulty implementing centralized efforts;
organizational habits of individuals are varied and threaten plan to improve.
Senior management buy-in can be difficult as budgets need to grow, while the
translation does not yet take priority in overall communication strategy.
Purchasing department may want to consolidate vendors with a focus on price
only, putting quality at risk. Decisions by this department may not be aligned with
global communication strategy and may end up costing the organization more.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK
15. LSI Global Communication Maturity Model
4. HIGH RISK STAGE – HOW CAN WE HELP?
Process management becomes a balanced scorecard approach, where defined
objectives, action items and metrics become a centralized and collaborative effort.
Balanced Scorecard approach can help buy-in process by linking measures and
outcomes to organization’s metrics that have value for senior management.
Work in collaborative effort with Purchasing department to identify their specific pain
points and achieve the needed solutions.
Centralization around global communication strategy using objectives from all stages to
move the organization from unmanaged to managed stage.
Continued on next slide
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK
16. LSI Global Communication Maturity Model
4. HIGH RISK STAGE – HOW CAN WE HELP?
(Continued from previous slide)
Technology identification and recommendations to facilitate automation in the workflow
process and manage the content lifecycle.
Financial reporting can be more in-depth but also customized when the organization
moves towards a centralized model of outsourcing.
Customized service, education, reporting and research according to your specific
needs.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK
17. LSI Global Communication Maturity Model
PROACTIVE STAGES – GROWTH MODEL
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
MANAGED MATURE TURNKEY
SCOPE SCALABLE GLOBAL TAKES PRIORITY INTEGRATED
ORGANIZATION CENTRALIZED STRATEGIC DIVISION INGRAINED
PROCESS FOCUS DOCUMENTED AND
STANDARDIZED
SYSTEMATIC
CONTINUOUS
IMPROVEMENT
INNOVATIVE
BUDGET INVESTMENT TRACKING ROI REVENUE DRIVER
BRUTE-FORCE
HIGH RISK
Growth
Proactive Stages
MANAGED
MATURE
TURNKEY
18. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
5. MANAGED STAGE – WHERE ARE YOU NOW?
SCOPE Full optimized outsource model: High Volume; Scalability,
Time-To-Market and Content Reuse are manageable
ORGANIZATION Organization is optimized for outsourcing large volumes of
content; key personnel takes care of repeatable projects
PROCESS FOCUS Key processes are documented and standardized
BUDGET Investments have been made in technology
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
19. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
5. MANAGED STAGE – RISK FACTORS
Lack of regular communication audits to determine level of content required for
baseline translation can threaten overspending and limited ROI.
Growing collaboration with local affiliates can threaten organization’s ownership
and control of messaging and thereby, brand reputation and identity.
Technology investments may be too great or too little feasibility studies not
performed.
Lack of business case built on decision to translate for a given market may cause
opportunity losses.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
20. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
5. MANAGED STAGE – HOW CAN WE HELP
Systematic reporting on key Strategic and Organizational objectives helps the
organization at this stage to manage their translation workflow and gain insights
into trends.
Standardization and documentation of processes can be facilitated and audited by
LSI to help the organization self-sustainable in process management and
improvement.
Further integration of the Balanced Scorecard approach across all departments.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
21. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
6. MATURE STAGE – WHERE ARE YOU NOW?
SCOPE At this stage, scope of work may take more importance than
domestic work. May be isolated to key divisions
ORGANIZATION Organization has key experts in place across key divisions
that manage the localization procesess; document and
improve processes. Growth and learning recognized
PROCESSES Processes are documented and repeatable at applicable
levels. Deployment through organization a focus.
BUDGET Budget involves investment into the process and
improvement of enterprise-wide systems that include the
localization process. C-Level visibility on ROI .
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
MATURE
22. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
6. MATURE STAGE – RISK FACTORS
End user expectations for continuous support and high quality messaging can
lock organizations into long term plans; may not be able to commit ultimately.
Budget constraints may prohibit organizations from implementing
analysis/survey/consultation of new target markets.
Initiatives on process improvement and deployment through organization get
stalled and inhibit timeframes of global growth strategy.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
MATURE
23. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
6. MATURE STAGE – HOW CAN WE HELP?
The organization is becoming more self-sustaining. We work in partnership with
key personnel to find areas of improvement, report on findings to monitor and
improve the process.
Through technology efficiencies, content routing is optimized. Translation Team
management becomes an important aspect to ensure consistency, while handling
larger volumes of work.
Further integration of the Balanced Scorecard approach within the company’s
overall objectives.
Advise on Enterprise solutions to become more self-sustaining and move to
Turnkey.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
MATURE
24. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
7. TURNKEY STAGE – WHERE ARE YOU NOW?
SCOPE Multilingual Communications is a key strategic component of
the business
ORGANIZATION Organization usually operates a separate Language Division
to manage their multilingual communication business
PROCESSES Processes are Ingrained in the culture throughout the
organization. Innovation spurs learning and growth.
BUDGET ROI driven
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
MATURE
TURNKEY
25. Proactive Stages
MANAGED
LSI Global Communication Maturity Model
7. TURNKEY STAGE – HOW CAN WE HELP?
The organization is self-sufficient in managing multilingual communications.
Translation Team Management becomes a key strategic core competency
Active involvement in maintaining Quality Control in translation.
Viewed as a Strategic Partner.
We work in partnership with key personnel to find areas of improvement, report on
findings to monitor and continually improve.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com
MATURE
TURNKEY
26. Reactive Stages Proactive Stages
AD-HOC
Organizations at
this stage are
just beginning
to respond to
international
market demands.
CONSCIOUS
Organizations at
this stage are just
beginning to
realize all that
is involved
in multilingual
communications.
BRUTE-FORCE
Organizations at
this stage have a
regular schedule
of larger scope
projects requiring
more resources,
technology and
processes. Risks
are tangible.
HIGH RISK
Organizations at
this stage have
so much invested
in translation that
they will continue
to provide global
communications.
Awareness and
management of
risks are critical
at this stage.
MANAGED
Organizations at
this stage have
a successful
business process
outsource (BPO)
model for
multilingual
communications
that has little to
no points of pain.
MATURE
Organizations at
this stage have
well documented
successful,
repeatable
processes with
stability and
predictability.
TURNKEY
Organizations at
this stage have a
higher level of
self-sufficiency
and have
internalized best
practices of the
multilingual
communications
industry.
Growth
Risk/Reward
LSI Global Communication Maturity Model
Where do you find yourself on the maturation model?
First step is to have a conversation with us
to see if we are the right fit for you.
It’s about building trust first.
Language Solutions Inc. n World Trade Center - STL n 7733 Forsyth Blvd. Suite 2200 n St. Louis, MO 63117
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com