Localization teams depend on formal processes to enable on-time delivery of ever-growing volumes of content in multiplying numbers of languages. However, our research shows that an organization is never responsive enough to its domestic multicultural audiences or international markets until it integrates their perspectives and expectations into areas of responsibility for all teams enterprise-wide. This initiative requires other functions - in addition to the language team - to optimize their own processes to provide the right level of support for customer journeys worldwide.
Based on an extensive data collection and analysis exercise in preparation for Localization Maturity ModelTM (LMM) 3.0, this brief focuses on two sets of processes:
The internal ones that enable localization teams to run their own function efficiently
The external ones in which they must participate actively and early to support other functions to globalize their own policies and procedures
We also discuss why language services groups should benchmark themselves.
This brief is based on an extensive data collection and analysis exercise in preparation for Localization Maturity Model™ (LMM) 3.0. We conducted a comprehensive survey of enterprise buyers of language services in 15 countries in June and July 2016. We asked about five strategic areas – governance, strategy, process, organizational structure, and automation. We ran 6,657 correlations based on the data collected, of which we are publishing a small percentage in a series of six briefs. For an overview of localization maturity and how these five areas directly affect your organization’s chances for international success, see why benchmarking localization maturity matters.
CSA Research conducted a large-scale survey of translators and interpreters in all corners of the world in cooperation with ProZ.com, Translators without Borders, and several industry associations. We sought to characterize the demographics, behavior…
