LSI global communication maturity model

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. 230 South Bemiston Ave. Suite 610 n St. Louis, MO 63105
ph. 314-725-3711 n info@langsolinc.com n www.langsolinc.com

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 230 South Bemiston Ave. Suite 610 n St. Louis, MO 63105
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

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
REACTIVE STAGES – GROWTH MODEL

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

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.
Reactive Stages
AD-HOC
Growth

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.
Reactive Stages
AD-HOC
Growth

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
Reactive Stages
AD-HOC
Growth
CONSCIOUS

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.
Reactive Stages
AD-HOC
Growth
CONSCIOUS

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.
Reactive Stages
AD-HOC
Growth
CONSCIOUS

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
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE

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.
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE

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.
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE

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
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK

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.
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK

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
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK

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.
Reactive Stages
AD-HOC
Growth
CONSCIOUS
BRUTE-FORCE
HIGH RISK

PROACTIVE STAGES – GROWTH MODEL
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

Proactive Stages
MANAGED
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

Proactive Stages
MANAGED
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.

Proactive Stages
MANAGED
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.

Proactive Stages
MANAGED
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 processes; 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 .
MATURE

Proactive Stages
MANAGED
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.
MATURE

Proactive Stages
MANAGED
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.
MATURE

Proactive Stages
MANAGED
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
MATURE
TURNKEY

Proactive Stages
MANAGED
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.
MATURE
TURNKEY

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
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.

LSI global communication maturity model

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