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

1. wand
magic

2. A Division of Outsell, Inc.
Practical Innovation:
Five Key Investments for 2010
Mary Laplante
VP, Senior Analyst
SDL Innovate 2010, 9-10 February 2010

3. Making innovation practical
“In Gilbane’s view, new value creation is the hallmark of true innovation.
We define innovation as the deployment of new capabilities—people,
process, and technology—that deliver new value. In simplest terms,
innovation enables an organization to do something that could not be
done before. In this way, innovation is not simply a matter of scale. It
is not ‘bigger, faster, better.’ Rather, innovation is a matter of
fundamental, qualitative differences that result in new value for
employees, partners, customers, and shareholders. “
-- Innovation:The FICO Formula for Agile Global Expansion, Gilbane Group
New capabilities deliver new value

4. “The road to globalization, it seems,
is paved in words.”
- Damien Joseph, Business Week, Oct 2 2009, “White House
Challenges Translation Industry to Innovate”

5. “The road to globalization, it seems,
is paved in words.”
- Damien Joseph, Business Week, Oct 2 2009, “White
House Challenges Translation Industry to Innovate”

6. Road hazards
 Time to market delays
 Inefficiencies due to redundant
translations
 Content that should be reusable
but isn’t
 High customer support costs due to mediocre quality of translated product
content
 Time and money to retrofit translated content to meet regulatory
requirements
 Maxed out language capability, constrained by non-scalable globalization
infrastructures
 Inconsistent and out-of-synch multichannel communications
 Mysterious localization and translation costs

7. Road hazards
 Time to market delays
 Inefficiencies due to redundant translations
 Content that should be reusable but isn’t
 High customer support costs due to mediocre quality of translated product content
 Time and money to retrofit translated content to meet regulatory requirements
 Maxed out language capability, constrained by non-scalable globalization infrastructures
 Inconsistent and out-of-synch multichannel communications
 Mysterious localization and translation costs
Language afterthought syndrome
A pattern of treating language requirements as
secondary considerations within content strategies
and solutions.

8. Gilbane 2010 Heat Map
Collaboration
localize/
create manage publish consume
translate
enrich optimize
Metrics

9. Practical innovation
Focus for 2010
• Overcoming language afterthought syndrome
Framework
• Global content value chains
Five Key Investments
• Gilbane’s heat map for addressing the syndrome
Starting points
• Developing a heat map for your organization

10. Gilbane Group
Analyst and consulting firm focused on content technologies
and their application to high-value business solutions
Locations:
US: Cambridge and Burlingame
UK: London
Practice Areas:
Enterprise search, Collaboration and social media, Content globalization, Digital
publishing, Web content management XML content and technologies
http://gilbane.com
Gilbane San Francisco 2010
May 17 – 20
A Division of Outsell, Inc.

11. Content Globalization Practice
Content Technologies for Integrated
Global Content Value Chains
Topic Areas: technologies, services, market
developments, buyer perspectives
Clients: vendors, enterprise users, investors
User engagements: content strategies, education,
technology acquisition support
http://gilbane.com/globalization
2009 Publications
Innovation3:The FICO Formula for
Agile Global Expansion
Borderless Brand Management:The Philips 2010 Vision
Multilingual Product Content:Transforming Traditional
Practices to Global Content Value Chains

12. Focus for 2010:
Overcoming Language Afterthought Syndrome

13. Study findings include . . .
“Progress towards overcoming
language afterthought syndrome.
We see slow but steady adoption of
content globalization strategies,
practices and infrastructures that
position language requirements as
integral to end-to-end solutions
rather than as ancillary post-
processes.”
Gilbane Group, Multilingual Product Content:
Transforming Traditional Practices Into Global Content Value Chains

14. Road hazards
 Time to market delays
 Inefficiencies due to redundant translations
 Content that should be reusable but isn’t
 High customer support costs due to mediocre quality of translated product content
 Time and money to retrofit translated content to meet regulatory requirements
 Maxed out language capability, constrained by non-scalable globalization infrastructures
 Inconsistent and out-of-synch multichannel communications
 Mysterious localization and translation costs
Language afterthought syndrome
A pattern of treating language requirements as
secondary considerations within content strategies
and solutions.

15. Afterthought costs
 Paying for each correction of inconsistent terminology
 Paying to fix inconsistencies in corporate standards
 Recreating existing content
 Recreating content that could be captured further upstream in the
product development cycle
 Developing content that is media-specific
 Manually tracking content components for translation
 Hand-crafting multiple websites to align with corporate branding
 Treating desktop publishing tools like a writer’s playground
 Executing separate workflows for web, print, mobile

16. Framework:
Global Content Value Chain

17. Multilingual Communications as a Business Imperative
 Market forces driving change
 Obstacles and challenges
 Emergence of the Global
Content Value Chain
 State of adoption
 Best (and worst) practices
 Company profiles

18. Global Content Value Chain
localize/
create manage publish consume
translate
enrich optimize
The Global Content Value Chain is a strategy for moving multilingual
content from creation through consumption.The strategy is
supported by practices in disciplines such as content management
and translation management.The enabling infrastructure for the
strategy comprises people, process, and technology.

19. Five Key Investments:
The 2010 Heat Map

20. Five key investments for 2010
Target objective: addressing Language Afterthought Syndrome
1. Improve quality at the source
2. Pilot translation approaches
3. Integrate value chain components
4. Institute cross-functional processes
5. Establish metrics

21. 1: Improve quality at the source
Ensure that content adheres to enterprise quality standards
 Systematic standardization at the front end . . .
 Instead of ad hoc normalization throughout the chain
 “Ca-ching!” each time someone needs to touch the content
 Multiple ways to begin building this competency

22. 1: Improve quality at the source
Approaches in place for standardizing content for localization/translation
19% Terminology management
20%
Translation memory
management
Governance program w ith
19% formal policies
Informal collaboration and
7% translator feedback
Strict DITA/XML/SGML topics
Hybrid machine/human
translation process
7% 15% Quality-controlled or translation-
13%
guided authoring
Gilbane Group, Multilingual Product Content:
Transforming Traditional Practices Into Global Content Value Chains

23. 2: Pilot translation approaches
Combine human and machine resources for
translation and localization
 Key to volume and scale (in-house and service partners)
 Opportunities to deal with afterthought syndrome across the
chain
 Primary strategic driver is reducing cost of post-sales support
 Driver: multilingual user-generated content (UGC)
 Clinging to language afterthought syndrome makes effective use
of UGC impossible
 Barriers increasingly less about technology

24. 2: Process issues and MT concerns
32%
29%
Technology not ready for
production use
Lack of established business
process
Unsure of technology integration
process
Lack of know ledge on
opportunities
No concerns
13%
13% 13%
Process obstacles!
Gilbane Group, Multilingual Product Content:
Transforming Traditional Practices Into Global Content Value Chains

25. 3: Integrate GCVC components
Integrate technology and processes across the value chain
 Integration is the key to automation
 Automation is a “first principle” of eliminating afterthought
syndrome
 Making language integral to end-to-end-processes comprising the
value chain
 Content management, translation management solutions, authoring
environments, multichannel publishing, analytics tied to content
consumption
 Beyond technology integration . . .

26. 3: Integrate GCVC components
Integrate content through XML-based
reuse across the value chain
 Proven benefits derived from standards-driven component-
level management of content destined for delivery in multiple
languages
“. . . the added savings and higher quality enabled by coupling DITA content
management with translation and terminology management tools. Now our
component content strategy enables us to efficiently and flexibly create
documentation. . . . Our ability to reuse content reduces time and cost to enter global
markets while extending global shelf life.”
-- from the FICO case study

27. 3: Integrate GCVC components
Integration of content and language management
systems with dynamic publishing engines
 Multilingual multiplier as a glaring example of afterthought
syndrome
“Based on qualitative evidence from the research and on Gilbane’s experience in the market, we
see that companies are still struggling with desktop publishing in order to meet requirements
for page-formatted product content. The multilingual multiplier is again the culprit. It increases
the cost of producing formatted output significantly, remaining a major challenge for many
organizations.”
Gilbane Group, Multilingual Product Content:
Transforming Traditional Practices Into Global Content Value Chains

28. Gilbane 2010 Heat Map
Collaboration
localize/
create manage publish consume
translate
enrich optimize
Metrics

29. 4: Institute cross-functional processes
Move content-centric processes outside a single silo
through asset sharing and collaboration
 Functions: techdoc, training, product development, customer
support , product marketing
 Eliminate individual afterthought processes that are inconsistent and
hard to scale
 Pushes processes up and across the organization, closer to
alignment with business goals and objectives
 Leverage capabilities, assets, and subject matter expertise 
stronger ROI story
 Benefits also derive from collaboration and asset sharing
 Between headquarters and regions
 With service providers
 With partners like digital agencies

30. 4: Institute cross-functional processes
Lack of collaboration 25%
Inconsistent terminology
20%
Other (see below )
15%
Lack of w orkflow integration
Single-sourcing to mutliple 10%
channels
Synchronizing
source/translated content 5%
Lack of project costing/mgmt
0%
Content conversion/exchange
Conflicting priorities
Quality Other = Lack of mgmt education/visibility
Lack of formal processes
Lack of resources
Gilbane Group, Multilingual Communications
as a Business Imperative

31. 5: Establish metrics
Understand and measure where and how global content
impacts the business
 And which investments drive the business to success
 Formulas are non-existent
 Capture performance relevant to the business
 Technology as an enabler
 Content analytics and reporting for iterative web site improvement
 Reuse data from CMS, TMS, translation memories, and terminology
management tools
 Tools like Net Promoter Score
 Enables governance for overcoming afterthought syndrome

32. 5: Measuring global content value
Increased brand
Faster resolution
recognition;
of customer
accuracy of brand
questions or
recognition
problems
6%
33%
Other
measurements
Decrease in
22%
customer
questions or
Increased region-
problems
based sales or
33%
inquiries
6%
Gilbane Group, Multilingual Product Communications, 2009

33. Metrics leadership
 Working knowledge of corporate objectives with tangible
responsibilities for achieving one or more specific key
performance indicators (KPIs).
 Deep expertise in the market objectives, performance to date,
and the technical architecture of one or more product lines.
 Strong relationships with director or executive level personnel
in other product content domains
 Access to metrics-generating systems in finance, accounting
and customer support call centers.
 A perspective that understands that establishing, monitoring,
and reporting performance is central to good business
governance.

34. Gilbane 2010 Heat Map
Collaboration
localize/
create manage publish consume
translate
enrich optimize
Metrics

35. Starting Points

36. Creating your own heat map
 Tools
 Your GCVC
 Your place on the maturity model
 Transformation table/strategy
 Experience of other users
 Case studies
 Conferences
 User groups
 Analyst firms

37. GCVC Maturity Model
Aligned
Process
balance
Collaborative achieved
between
Streamlined central and
content regional
Operational globalization operations with
processes in enterprise-
Functional place based wide
Accepted content on governance,
globalization performance measurement,
processes are metrics and and
Repeatable
Aware in place, but shared continuous
content
siloed within language improvement
Reactive globalization
departments assets based on
headquarters processes are
and regions between annual
and regional developed
with little to no headquarters corporate
approach to according to
collaboration. and regional globalization
content project and
content levels. strategies.
globalization
requirements. application.
Initial/Ad-hoc Repeatable Defined Managed Optimized
Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University

38. Transformation strategy
New Capabilities Old Tactics
Parallel product and source content development Sequential development of product and content
Structured content and software componentization Book paradigm, localization and translation as an
afterthought
Content management supporting topic-driven Source control systems for product content
content for reuse and automated assembly of management
content objects
New roles melding traditional and customer-facing Siloed content domains, barriers between
responsibilities, and supporting cross-functional afterthought operations and customer-facing
collaboration activities
Automated multichannel publishing processes Single-output publishing processes and the
multilingual multiplier

39. New capabilities, new value
ROI from Investments in Globalizing Product Content
9%
9% Customer satisfaction/experience
40%
Establish global-ready tech
18% architecture
Cost savings
Meeting regulatory requirements
24%
Increased revenue/customer base
Gilbane Group, Multilingual Product Communications, 2009

40. Practical innovation: summary
Innovation
New capabilities
Overcoming language afterthought
syndrome
Five key investments
New value

41. Thanks and contact us
Mary Laplante
VP Client Services, Senior Analyst
+1.724.695.5675
mary@gilbane.com
Twitter.com/marylaplante