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Practical Innovation:Five Key Investments for 2010

Mary LaplanteVP, Senior Analyst

SDL Innovate 2010, 9-10 February 2010

A Division of Outsell, Inc.

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

“The road to globalization, it seems, is paved in words.”

- Damien Joseph, Business Week, Oct 2 2009, “White HouseChallenges Translation Industry to Innovate”

“The road to globalization, it seems, is paved in words.”

- Damien Joseph, Business Week, Oct 2 2009, “White House Challenges Translation Industry to Innovate”

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

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.

Gilbane 2010 Heat Map

create localize/translate

enrich

manage publish consume

optimize

Collaboration

Metrics

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

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 2010May 17 – 20

A Division of Outsell, Inc.

Content Globalization Practice

Content Technologies for IntegratedGlobal Content Value Chains

Topic Areas: technologies, services, marketdevelopments, buyer perspectives

Clients: vendors, enterprise users, investorsUser engagements: content strategies, education,

technology acquisition support

http://gilbane.com/globalization

2009 Publications

Innovation3: The FICO Formula forAgile Global Expansion

Borderless Brand Management: The Philips 2010 Vision

Multilingual Product Content: Transforming TraditionalPractices to Global Content Value Chains

Focus for 2010: Overcoming Language Afterthought Syndrome

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

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.

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

Framework:Global Content Value Chain

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

create localize/translate

enrich

manage publish consume

optimize

Global Content Value Chain

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.

Five Key Investments: The 2010 Heat Map

Five key investments for 2010

1. Improve quality at the source2. Pilot translation approaches3. Integrate value chain components4. Institute cross-functional processes5. Establish metrics

Target objective: addressing Language Afterthought Syndrome

1: Improve quality at the source

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

Ensure that content adheres to enterprise quality standards

1: Improve quality at the sourceApproaches in place for standardizing content for localization/translation

7%

7% 13% 15%

19%

19%20%

Terminology management

Translation memorymanagement

Governance program w ithformal policies

Informal collaboration andtranslator feedback

Strict DITA/XML/SGML topics

Hybrid machine/humantranslation process

Quality-controlled or translation-guided authoring

Gilbane Group, Multilingual Product Content:Transforming Traditional Practices Into Global Content Value Chains

2: Pilot translation approaches

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

Combine human and machine resources for translation and localization

2: Process issues and MT concerns

13%13%13%

32% 29%

Technology not ready forproduction use

Lack of established businessprocess

Unsure of technology integrationprocess

Lack of know ledge onopportunities

No concerns

Gilbane Group, Multilingual Product Content:Transforming Traditional Practices Into Global Content Value Chains

Process obstacles!

3: Integrate GCVC components

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 . . .

Integrate technology and processes across the value chain

3: Integrate GCVC components

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

Integrate content through XML-basedreuse across the value chain

3: Integrate GCVC components

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

Integration of content and language managementsystems with dynamic publishing engines

Gilbane 2010 Heat Map

create localize/translate

enrich

manage publish consume

optimize

Collaboration

Metrics

4: Institute cross-functional processes

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

Move content-centric processes outside a single silothrough asset sharing and collaboration

4: Institute cross-functional processes

0%

5%

10%

15%

20%

25%Lack of collaboration

Inconsistent terminology

Other (see below )

Lack of w orkflow integration

Single-sourcing to mutliplechannels

Synchronizingsource/translated content

Lack of project costing/mgmt

Content conversion/exchange

QualityConflicting prioritiesLack of mgmt education/visibilityLack of formal processesLack of resources

Other =

Gilbane Group, Multilingual Communications as a Business Imperative

5: Establish metrics

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

Understand and measure where and how global contentimpacts the business

5: Measuring global content value

Increased brand recognition;

accuracy of brand recognition

6%

Other measurements

22%

Increased region-based sales or

inquiries6%

Decrease in customer

questions or problems

33%

Faster resolution of customer questions or

problems33%

Gilbane Group, Multilingual Product Communications, 2009

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.

Gilbane 2010 Heat Map

create localize/translate

enrich

manage publish consume

optimize

Collaboration

Metrics

Starting Points

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

Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University

GCVC Maturity Model

Aware

Operational

Collaborative

Aligned

Accepted

Initial/Ad-hoc Defined Managed OptimizedRepeatable

Reactive headquarters and regional approach to content globalization requirements.

Repeatable content globalization processes are developed according to project and content application.

Functional content globalization processes are in place, but siloed within departments and regions with little to no collaboration.

Streamlined content globalization processes in place based on performance metrics and shared language assets between headquarters and regional levels.

Process balance achieved between central and regional operations with enterprise-wide governance, measurement, and continuous improvement based on annual corporate globalization strategies.

Transformation strategyNew Capabilities OldTactics

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 content for reuse and automated assembly of content objects

Source control systems for product content management

New roles melding traditional and customer-facing responsibilities, and supporting cross-functional collaboration

Siloed content domains, barriers between afterthought operations and customer-facing activities

Automated multichannel publishing processes Single-output publishing processes and the multilingual multiplier

New capabilities, new value

Gilbane Group, Multilingual Product Communications, 2009

40%

24%

18%

9%

9%

Customer satisfaction/experience

Establish global-ready tech architecture

Cost savings

Meeting regulatory requirements

Increased revenue/customer base

ROI from Investments in Globalizing Product Content

Practical innovation: summary

Innovation

New capabilities

Overcoming language afterthought syndrome

Five key investments

New value

Thanks and contact us

Mary LaplanteVP Client Services, Senior Analyst+1.724.695.5675mary@gilbane.comTwitter.com/marylaplante