Our Analysts' Insights

While the goal for project management has long been full automation (“lights-out”), few organizations achieve it – not for translation nor interpreting services, neither at LSPs nor enterprises. Many teams have tools and processes in place to enable touch-free workflows, yet our research demonstrates a huge gap between “we have the system” and “we are using it.” While some organizations use lights-out processes for a vast amount of translation work – even most of their projects – genera...

There hasn’t been much discussion of what the Titanium Economy might be able to learn from the localization industry – language service providers or buy-side localization teams – as it relates to easing and speeding up the globalization journeys of the firms that make up this sector of industry. Obviously, fulfilling their translation and interpreting needs is one requirement, but there are three other areas that have a much bigger influence on determining success outside of their domestic ma...

Businesses in general, and localization teams in particular, are under pressure to determine how quickly to transfer (new) staff to new roles or to reskill existing ones – while supporting them remotely in effective ways. This requires the HR function to be much nimbler as it’s tasked with developing the guardrails for hybrid work models to support this evolution in roles and responsibilities.

“Mind the gap!” A phrase often heard at railway stations or on the subway: voiced during announcements or indicated by signs, it encourages people to avoid falling between the train and the platform. It refers to a physical distance and a dangerous hole that suitcases, legs, and small children might disappear into. It is the moment of moving between one customer experience and the next: the starting point and solution, the vehicle and the destination, the expectation and the reality. But are t...

To put it bluntly, your latest and greatest product feature or code fix may only be applicable for a minority of your customers. If your company’s international revenue is approaching or has already surpassed 50% – but customers outside of the home market cannot use all product functions – there’s a problem. The product that you work so hard to perfect can’t be considered world-class until the world beyond your primary market can gain 100% access to features that make sense for their user e...

CSA Research is well-known for its Localization Maturity Model™ (LMM) and Localization Maturity Assessments, based on 15 years of longitudinal data collection and analysis from observing organizational behavior around the translation and localization functions within global organizations. The LMM has enjoyed widespread usage and validation ever since its release as evidenced by its many references and adaptations throughout the localization industry. We have enhanced the original model based on...

You’ve taken some deep collective breaths as an organization, and now you’re partway through pivoting and starting to gear up for a post-vaccine world. Along the way, international markets have moved much more firmly into the limelight. As you plan for this year, make building a globally integrated organization one of your goals. You’ve worked hard to gain customers in various markets worldwide, so now is not the time to cede market share to savvy competitors that are more adept at executing ...

Globalization managers and directors work hard to raise the visibility of their teams. However, this responsibility extends beyond expanding awareness of what these teams accomplish to communicating successfully the value of what they deliver for their organizations. There are many roadblocks along the way, but the good news is there are ways to avoid and bypass them.

Have you dreamed about leading the charge to globalize business processes across your entire organization? Or maybe you already have a plan to help Marketing or Customer Support get their international act together? Based on our recent COVID-19 Enterprise Survey, the stars may finally be aligning to allow you to raise visibility for globalization in ways that enable other teams to be comfortable about where they’re investing internationally.

Many executives and their functional managers view international business issues as “special” and outside the parameters of the processes for which they are directly responsible. They assume that translation alone takes care of everything international. On the other hand, mid-level managers reporting to those executives often understand intuitively that global success comes from delivering a relevant digital experience that involves so much more than translation. They want to do it right, but ...