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Globally Speaking
Podcast 035
Building a Global Localization Infrastructure
M I am Michael Stevens, and today on Globally Speaking, we've started with a
special guest as our announcer. Would you like to introduce yourself?
A Sure. Hi, I'm Aidyn Stevens.
M Aidyn Stevens is daughter of myself, Michael Stevens. And Aidyn, what do
you know about starting a global program, getting something off the ground
internationally at a company?
A I know very little to none.
M Very little to none. So today's conversation could benefit you a great deal,
huh?
A Yep.
M Yep. Well, hopefully it will benefit you too. And we will let our guest introduce
himself.
D My name is Daniel Sullivan. I’m the director of localization at Tableau
Software. I’ve been here for a little over three years. I came here at a time
when Tableau was really just starting to make their big push globally and
started out being in charge of building out an infrastructure to help them do
that, and then build out a team to help execute on that. Then, since then my
role has expanded a bit very recently to include things like website content,
infrastructure, search engine optimization, and even systems and analytics
and things like that. So, it’s broadening as the program and the team matures,
the responsibility levels that we’re covering is broadening. The real core of the
thing that falls under my team is providing languages services for Tableau
and helping us localize the best, highest quality, most efficiently deliverable
content to help us go global.
R In how many markets are you present, Daniel, these days?
D Well, I mean, we’re all over the world. I mean, we’ve got a presence just
pretty much everywhere. Currently, our product and our website really
focuses around eight languages. That includes English, Japanese, Chinese,
and Korean, Brazilian Portuguese, Spanish, German and French. But, really,
that is not the limit or the extent of Tableau’s sales efforts around the world.
We really are marketing all round the world.
R And do you have a sense of what markets of those eight that you address are
more sensitive to the localization?
D That’s something that is a little bit more recent because, like I said, I’ve been
here for just a little over three years, and when I say a little over three years I
mean just a couple of months over three years, so it’s not that long. When I
got here the localization infrastructure, and when I say that I don’t just mean
our ability to provide translated content, I mean just the infrastructure as a
whole and that includes even our insights into our markets and how well our
content is performing.
M Can you give the categories those fall into for people who may not have read
the Common Sense Advisory…
M You’ve matured three levels, you would say. So, you’re getting close to that,
like, optimizer role.
D Yes, exactly. I mean, when we first started this all off it was literally… and
everyone starts here, even small groups within large enterprises, as I’ve
experience with, where when you’re first making your steps in this you have
no infrastructure and you probably don’t even have anyone on your team who
knows how to do this. Someone usually gets sort of the localization
component tacked onto their regular job description, and that’s where
Tableau was. They were copying and pasting content from their website,
putting it in spreadsheets or Word docs and then sending it by email. And so
the first thing we had to do was, you know, address that and put some sort of
technology around that, not just to automate the process but really to control
and stabilize it in other ways. So, we made really early investments in TMS
and things like that.
None of this necessarily has anything to do with the gathering of data and the
analysis of data, but everything we built from the very beginning was always
built with the principle of data first. When we invested in the TMS one of the
questions as we were evaluating all the systems was “and will I have access
to that data?” Because, I knew just from my experience of working with
various TMS’s that while they all provide some various level of reporting—and
some of them were good—it was never going to equate what I could do with
Tableau, not just my ability to do drag and drop analysis and ask questions
and just start building a dashboard how I wanted to see it, but also, then, the
ability to connect that data with other repositories of data, where information
and content that was very relevant to what I was doing was going to be
stored.
For example, our translation management system is really great at capturing
data about the translation workflow itself, where content is in that process,
how much it’s costing us, how are we delivering on that content, are we
consistently late or consistently early or on time, that kind of stuff. But, project
management and overall budget might be captured in a completely different
system, and those are just two examples. And our infrastructure right now is
20+ pieces of technology for our localization platform.
So, as we’ve added components to this, it’s always been with the assumption
and always with the question, if we invest in this technology, how are we
going to be able to interconnect the various databases that we’re creating in
this process and do really accurate reporting.
This is the long way of saying, because, Renato, I think you were asking me
specifically questions like what kind of data are you capturing, what kind of
insight is this giving you to your markets, etc. Those are only things we’re
really starting to do recently, just because we’ve been setting up the
infrastructure that’s allowed us to do that.
But, now, we’ve got really good insight on this. It’s getting to be more and
more scientific as we go; lots of really interesting questions; lots of really
interesting insights are coming up. And I feel literally like I’ve been here for
three years but I feel like this is the beginning of the next story.
R One of the interesting points, Daniel, and it’s very interesting because when
we talk about maturity, many people associate maturity with technology and
with the size of the organization. You can look at Walmart, which is one of the
biggest companies in the world, and they’re very immature when it comes to
globalization; it has nothing to do with size. You can have a very small
company that is mature because they understand the role of localization in
their processes; and that’s the journey that you have described. You’ve gone
from very manual, you might have been technologically immature but from a
business perspective, the management of Tableau understood that
localization was important, they gave you that task, and that is the first step in
developing the maturity of the organization, is recognizing that you have a
business problem, or a business opportunity—this put it this way—to develop
your business by localizing a product.
What I’m curious about is what kind of data you’ve collected that is surprising,
or unique, or something that is unusual because you mention things like you
actually know the cost per unit that you are engaging there; but you know it as
a relationship. Is it a profitable word, is it a money-losing word; what kinds of
insights are you getting?
D Okay. Well, first of all I want to answer the first part, it wasn’t a question, you
were just making a very interesting statement, though, about how maturity is
not tied, necessarily, back to the size or even the age of the company, and
you mentioned Walmart. I’ve been at other enterprises where very mature,
huge global presence, but within the infrastructure you will have a variety of
levels of maturity for localization.
I feel very lucky because when I did come to Tableau I was not presented,
immediately, with questions like “you need to prove to us that it’s worth it for
us to invest in this content and worth it for us to invest in these countries, why
are we doing this?” That was never a problem. They were already ready to
support me in any way that I needed. And so, I feel very, very lucky that I was
brought in, I was hired and I had the support of people like our CMO, Elissa
Fink, and my vice president, Wade Tibke, in marketing operations. They saw
the value of this immediately, and so I did not need to spend a lot of time
trying to prove that.
And so, we’ve been able to reinvest that time, then in doing other things, and
that’s allowed us to also focus on building out an infrastructure first, and now
we’re starting to get to the point where the data that all this is capturing is
actually finally lowing us to ask these challenging questions and finally start to
get answers for them.
Some of the things that I have found the most interesting is when I was trying
to see how Tableau was doing globally with sales and where that aligned with
the languages that we were currently invested in, and that has been some of
the most interesting things to see. But, it’s never been a question that I could
answer with just the simple data we were capturing in our various systems. I
have actually had to go out and create some custom databases about country
and language use in various countries and official languages around the
world and things like that, and try to find really creative ways to reconcile that
back to the revenue we were generating around the world.
M So, you’re using internal data sources of which you guys are pooling, but
you’re going out to public data as well to get that.
D Right. But, it starts to get really fuzzy, and I’m starting to see that you cannot
just make these, I guess, data-driven decisions. It’s more data-inspired
decisions because while you might have the data that’s telling you one thing,
you also need to be able to contextualize some of that data. You also need to
be able to know that, “yes, the data is telling me this but I know why, so I’m
going to reinterpret those numbers that it’s giving me.”
M Would it be fair to say it helps you increase your odds for success?
D Yes, but here’s a perfect example where things can get a little fuzzy. If you
are looking at, say, website traffic, there are a number of ways that you can
sort of look at that to try to determine what language people are consuming
and maybe what language they actually speak.
For example, Germans. Our traffic from Germany, if I look at geo-traffic or
something like that, and I’m looking at something like their browser setting,
their browser language setting, a lot of Germans never change their browser
setting from the native default English; and so browser setting is not really a
good indication of what the person visiting your site, what language they
might speak, what is their first language.
But, even the content that they’re consuming, maybe they’re in Germany,
they’ve got their browser set to English, but they’re consuming German
content; does that mean they are native German speakers, can I attribute any
of that traffic back to our investment in German? That’s where things start to
get really fuzzy and a little bit challenging. But, it’s having access to all this
data and at least knowing that it’s fuzzy; that’s where the real human
decision-making is going to start coming into play. That’s where the person’s
knowledge about countries and languages, and things like that, that’s where
that comes into play and sort of compensates what the data is telling you.
And you really can’t have one without the other and then expect to make
really big decisions.
So, it’s not just having access to this data, it’s also being able to understand
how to interpret it and actually use it.
R It’s looking at data as a decision support system and not as a decision-
making system.
D Exactly, exactly.
M Oh, so you can’t just rely on it to make decisions for you? Oh! Well, that’s
good. So, one of the things I took away from you summarizing the
environment at Tableau is you have multiple data sources, that means
multiple tools that you’re working with. So, you didn’t really go out there and
try to find one tool to rule them all.
D No. No, no. And that was, again, that was very much a guiding light when I
started this process because I did come here with something of a bias for a
TMS, and I just mentioned the TMS because that’s the very first big purchase
we made. But, I knew when I was investing in it, it had all these other little
bells and whistles, but I knew I was never going to really rely on them
because what I could do was going to be a lot better.
M And so then, there is one piece of the system that is consistent and that is
Tableau Software, that’s your product. There may be some people listening
who aren’t familiar with what Tableau does. Can you give us this?
D It’s a really intuitive tool that is designed to help people see and understand
data. It’s very much about the citizen data scientist and, basically,
empowering not just data analysts; I mean, there’s always going to be a place
for data analysts; and there’s always going to be things that the citizen data
analyst cannot do. But, what Tableau does is it enables just literally anyone to
connect to any kind of data, and that’s just not one data source but it’s also
you can connect to Excel here and data extract over here in server, and then
maybe MySQL data server there, just bringing this data together in a way that
helps you, then, start asking questions and getting in the flow of questioning
that data. What the tool does, it just makes it very simple to just adjust your
questions as you go.
So, you might just start out with a very basic question, like, “how much
revenue are we getting in Japan?” That’s a very easy process of dropping out
country and then pulling out revenue, whatever that is. But then you might
start asking other questions like “what about revenue from Eastern Japan
within this sector of industry?” Whatever.
M Tying it into your location, that’s one option.
D And it allows you to start just asking these questions and playing around with
the data and starting to get answers very, very quickly.
M So, you are visualizing data. Tableau has been a leader in the Big Data
conversation, that was kind of a hot word years ago. How would you define
Big Data?
D I don’t know if I’ve ever really liked the word Big Data. When it first came out,
what they were talking about was just the fact that there is all this data, but
now it’s sort of become this discursive word that is just more representing the
usage of data in general. It’s kind of become a parody too because even
we’ve parodied it.
A few years ago we did an April Fool’s about Medium Data. We did a whole
campaign about Medium Data. And I remember one of my jaunts, walking
through an airport and one of the best sellers in the airport was Small Data, or
something like that. Like, it’s not just Big Data; it’s just Big Data is
synonymous with access to all this stuff; it’s not necessarily the size of the
tables and the millions of rows that you do have because, I think, Big Data
can just start with a spreadsheet. That’s where we started.
We had nothing. We had no infrastructure, and we did have these multiple
spreadsheets that were capturing localization-related data in various forms.
So, one of the first things I did was I looked at all that and said “okay, this is
what they’ve been capturing; this is where it is; we’re going to pull this into a
single source; we’re going to structure this and we’re going to start using this
for reporting and the thing we’re going to start monitoring with this single
spreadsheet is all the projects, the dates…” because we had nothing, no
infrastructure at all.
So, we just built something that was structured. We started capturing this
data. We started standardizing the way we were reporting and capturing this,
and then we threw Tableau on it. Now, I’m able to finally, for the first time,
reconcile costs down to the penny month to month. I’m able to now use
Tableau to see where all these projects are because our translation
management system was Outlook. But, now, I can start seeing this.
And, as we started adding tools onto this, eventually that spreadsheet was
retired, and now it’s in a structured database, and the database is being
populated by the tools, and we’ve got processes whereby we are ETLing
some of this data, meaning we’re pulling it out and loading it into something
like Amazon Red Shift or other repositories.
And, as we’ve gone, as we add more tools this just gets more complicated
and, again, like I said earlier, it’s always been with the data first principle. So,
as we add these it’s always “what is the key between these two systems;
what can I use as a key between these various databases?”
R But this is a very good point for you to tell us, what is it? What are the core
metrics that everyone in localization should pay attention to?
D Wonderful question. I don’t have the absolute answer for that. I’m actually
looking at one of my visualizations I have for… I actually threw all this in the
database, this exact answer. And I’m looking at it right now, and I see I’ve got
148 different rows of data. And each of those represents a single metric that I
want to be monitoring or I already am monitoring. So, I’m also tracking this
and “have we answered this question or are we still working on it?”
The first place that I started was cost—“how much are we spending”—and
then project management. The second place I went was our website. Tableau
on top of our website data and the first questions I had to start answering
were “how much of this website is localized and what’s available in each
language?” Because, when I got here, and this is again part of the story
coming to Tableau and its journey into becoming a global company. When I
got here, the way that they were deciding on what to translate because it was
very early in the process was basically whatever the regions needed.
So, if we published a white paper in English and someone in Germany
thought “oh, I need that, can you translate that for me?” Then they would
translate the page and the white paper into German. Then, maybe two weeks
later the French would catch wind of this. They’d say “oh, hey, can I get that
too?” Yes, sure, we can do that. And then they’d run it for French.
What happened was over the course of a year or two is that the website was
just partially localized. But, the biggest question I had was “how much of our
site is localized?” because all the regions saw it as a problem, and it was a
problem.
So, we put Tableau on top of the website data, and we just started answering
this question. And that was our primary data source and those were the
primary questions we were asked for the first year was “how much of it is
localized; how many white papers did we publish in German, in Q4 of 2015?”,
for example, because we need that information for our QBR, for the regional
QBR. Things like that.
So, we started at that level. Now, where we’re going, however, is “okay, I
want to be able to drill down to a single piece of content in a very particular
language”. So, this white paper in Japanese, and I want to know all sorts of
information about that one piece of content. What is the organic traffic that’s
coming to that page, what is the bounce rate; how many localization bugs
have been filed against that content; how many of them were valid; how many
of them were resolved; how much, how many times have we run that piece of
content this year, and what is the ROI on it with respect to the amount of
traffic?
So, if you’ve got a page that has 10,000 organic views in a month and you’ve
only spent $600 to translate that page and you’ve only run it three times in the
year, you can get down to the point where you can say something like “every
single unique visit through organic traffic costs 0.000237 cents. You can get
down to that now.
R So, let’s stop here. What is a profitable type of content, and what is a waste of
money, in your practice? This is valuable information for me as a marketing
guy.
D I feel like we’re getting to a point where we are able to start answering those
questions now. There is something that, actually, Michael had mentioned to
me once that was really a great piece of inspiration for this because he put a
nice acronym around it “Bobwow”—best of best and worst of worst”—and
knowing what is the content that’s really performing; so, what is performing
content.
That’s another really great thing because that definition is going to change
from content type to content type. And it’s also going to… performant from
one group is going to be defined in one way versus another.
In marketing we would define performant content by its ability to lead
generation, its low bounce rate. It’s something that people are consuming
that’s helping them make a decision to buy Tableau.
R What about the negatives, what is the thing that you found out that was a
waste of your money and you stopped localizing because it didn’t really help?
Was there anything like that?
D I think most of the content for us that has not really what I would define as
being really performant has mainly been because there wasn’t a marketing
effort around it. And I think this was something that we may have had very
early on when I was describing that the question was how much of the
website is localized? This is what was on the top of everyone’s mind,
basically, the state, health and overall coverage that our website provided
was very weak.
So, our mission for about a year was to just get as much coverage and shore
up things as much as possible so that we had a much broader coverage and
a better base-line to start with. I think in the process, in trying to fill out as
much of the website with language content as possible, the thing that we
weren’t doing was then wrapping marketing efforts around a lot of this. And I
think that’s where the real difference happens because…
And I can see this. I know that just making a product available in a language,
just making a bunch of content available in a language, that does not mean
that sales go up as a result, at all. You still need to put a massive marketing
and sales effort around it.
M So, that’s what I’m hearing from you, that I hadn’t thought through, is that the
effort to create equal websites, globally, you weren’t really saying “wow, we’re
going to see a big trend upwards in sales because we’re now adding more
German pages” or French pages, or whatever it may be. What you’re saying
is “I now have a baseline of performance that’s equal to the English that our
marketing team, I’m able to support them, so they have better efforts
globally.”
D Right. And this is not that we were doing anything wrong initially. We really
did not have a good baseline for measuring a lot of this. It’s only because we
actually have started to make this content available that you can start seeing
who’s engaging with it. So, you do kind of have to start it at that point of
“okay, here’s a baseline; now you can start adjusting and measuring.”
M And this goes a bit against the flow of what we hear from some companies
who just say “we let the GOs decide. We let them request and we let them
decide what to do with their budget.” This says that is one option but there
needs to be a baseline that I can judge from that is equal so we can make
good global marketing decisions.
D And we do do this; we do have, people have the ability to request content
from us. And we’ve been very good, and people have been very good; they
don’t ask for stuff that they don’t need. We just do not see that. We have set it
up so that when a request for a white paper does come to us, it’s already
coming with that conversation with the regional folks having happened.
So, when they come to us and say “we need this for these Asian markets and
none other” it’s because the conversation with the regions has happened. So,
we do know that that content is going to get used.
M Do you find that you’re reporting into marketing, you’re reporting up there to
help them improve their marketing efforts, do people on your team use data
differently and Tableau, for that matter, to help inform you; are they looking at
different questions? Does the use case vary by role in an organization?
D Yeah. And that’s part of what I mean in answer to Renato’s question earlier
about what is performant content? And how many situations that can depend
on. For someone in-region, a really performant white paper might be
something that was, for whatever reason, coupled with an event that they ran
and, as a result, everyone was reading that white paper, and it had some
impact on some training that they were doing, whatever.
So, for them, what’s performant might be very different from what I’m
monitoring because I don’t run campaigns, and so I’m not really implementing
this content; other people are doing that. So, that’s why for me something like
organic traffic, that is something that I can have some control over, and that is
sort of a really good measure from my standpoint since I am not running
campaigns on content; how well that content is performing.
That’s part of the reason why SEO is trying to come underneath me as well
and be one of our responsibilities because we’re actually producing this
content and since we’re not running campaigns with it, our metric is organic
traffic.
R I only have one more question. I’m always chasing new stories, and you
mentioned that the way that you sell Tableau is through stories; that’s the one
area where the clients come and find more information about Tableau. It
doesn’t need to be a localization story, but tell us a good story about Big Data
because I’m tired of telling people the story about beer and diapers!
D Okay, I do have a story. It involves our amazing editor for Japanese, Akipo, in
our Japan office and the way she was using data. So, I mentioned to you
earlier, we had a data-first principle for a lot of the systems that we’re rolling
out, but there have been some things that I knew eventually I was going to
invest in a tool that allowed me to capture some type of data, but I wasn’t
there yet and I needed something that was going to tide me over till we had a
really robust tool for that.
So, what we did was we partnered with our vendor and set up a SharePoint
site, and set up various SharePoint lists within there to capture data; some of
it was just capturing data. And one of the things that we did was we knew that
eventually we were going to incorporate TAUS into our translation workflow,
and that we would want to use TAUS to do linguistic QA.
R So, you’re talking about the DQF.
D Exactly. But, a year and a half ago, we did not have the infrastructure to start
using DQF, and I had other priorities rather than DQF. But, I wanted to start
capturing that data because I did have a very—one my most important
questions is “what is the quality level of our content that we’re getting back
from translation?” So, what we did was, we were already using SharePoint to
help our in-country reviewers monitor their projects and record their time
spent on projects and how many words they were working on, etc. All we did
was we just tacked onto that five extra columns for capturing data on quality,
and we made sure that was aligned with one of the DQF quality models that I
was very likely going to invest in or use once I shifted over to TAUS proper.
So, for a year and a half, we had this system whereby we were capturing data
across these five verticals, and so now I don’t have TAUS implemented yet,
so I’m not able to have this really robust and automated and mature process
for linguistic QA proper, whereby you have editors going through content and
the only thing they’re doing is scoring; they’re not editing, they’re not changing
anything, they’re just scoring the content.
Since I didn’t have that then we just used SharePoint in the meantime and all
of a sudden I had all this data on quality for every single project that went
through our workflow. And what we noticed during the editorial process, and
actually not we but our Japanese editor noticed, was she felt that there was
starting to be a quality issue in Japanese. And all she had to do was take
Tableau, because she had this question, “I think there’s a quality problem in
Japanese”.
She’s not the only one doing editing on the Japanese content. There are two
other editors she’s working with. And so what she did was put Tableau on top
of this data we were capturing in SharePoint, and she arranged this across
these five verticals and she arranged it by project and date, and she assigned
a color to the score level. And we’re doing it on a scale of 0-4. So, zero was
obviously bright red and 4 was bright green, and you’d have variations of
those colors in between.
What she saw for the month of August, this is last year, was a field of red. So,
she was able to take that and go back to her vendor and say “look, we’ve got
a problem in Japanese; I don’t know what’s going on but we’ve seen a dip in
the quality and now we’re spending more time editing than we are actually…
it’s becoming more of a process for us to finish our projects because we’re
editing more, and we need to do something about this.”
Well, it turned out sure enough, the vendor was on-boarding at that time, a
new translation vendor for Japanese, so we had that. But, now, we were
monitoring and watching it and so in addition to this, in addition to isolating
that there was a problem and using data to show that there was, we tacked
onto this a scheduled coaching meeting, once a month, with the editorial team
and the entire team of Japanese linguistics that were working on our account.
What happened was within, I’d say about two months, that sea of red started
to turn very green and within two more months we had nothing but a sea of
green. Like, it was every now and then there was a little drop of red here and
there which there might have been some problem on one of these verticals,
but it was a field of green. And it was a beautiful thing.
And it happened again, several months ago, it happened again, but it was
basically the same process. We could see it immediately; we could identify it
immediately; we addressed it immediately, and it turned around very quickly.
R This is a great story because you transform something that usually takes too
long in the cycle and you start being proactive instead of reactive. That’s
fantastic.
M So, what advice would you give the person who’s listened to this and been
inspired; how do they get started?
D You can start with a spreadsheet. That’s what we did. We started with a
spreadsheet, and it went from there. You do need to start with a plan and you
do need to do it with the principle of data-first. You do have to go into every
single component, everything that you’re adding is “okay, this is going to
solve this automation problem; am I going to be able to report on that as
well?” So, asking that.
Then, you do not start with these really advanced questions like reconciling
localization cost back to each and every organic traffic that you get to a
certain piece of content. You don’t start there. You start with the money,
what’s available, how much are you spending? Start monitoring those things
very early on and then you can add all the more advanced questions as you
go because they are going to come by nature anyway.
The more you stay engaged in the data, too; this is another thing I’ve noticed.
The more I’ve worked with the data, the more I’ve played with the data, the
more engaged I am with it, it’s become one of the driving factors for me now,
as opposed to not just automating things but then how well are we doing in
showing that performance and using data to do that.
End of Conversation