LSI global communication maturity model reactive

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

Ris

k/R

ewar

d

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 [email protected] n www.langsolinc.com


REACTIVE STAGES – PERCEPTIONSIn 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:


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-HOCCONSCIOUS

BRUTE-FORCEHIGH RISK

Growth

AD-HOC CONCIOUS BRUTE-FORCE HIGH RISK

SCOPE SINGLE PROJECTS REPEAT PROJECTSINCREASED VOLUME &

COMPLEXITIES

HIGH VOLUME HIGH COMPLEXITY

ORGANIZATIONONE

INDIVIDUALMULTIPLE

REQUESTORSMULTIDISCIPLINARY

GROUPSDEPARTMENTAL

FOCUS

PROCESS FOCUS

EXPERIMENTALCOST DRIVER AWARENESS

PROCESS IMPROVEMENT

TECHNOLOGY & AUTOMATION

BUDGET PRICECOST

EFFICIENCIESINVESTMENT IN

PROCESSESINVESTMENT IN TECHNOLOGY

Reactive Stages

AD-HOCCONSCIOUS


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

CONSCIOUSBRUTE-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



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



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


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


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


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


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


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

Ris

k/R

ewar

d


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.


Business

LSI global communication maturity model reactive