Additional research to help with benchmarking:
Building a Globally Integrated Organization
When it comes to delivering a global customer experience, you’re only as good as your last performance. Your organization’s ability to repeat and sustain successes depends on the degree to which each function has globalized its business processes. Localized app ready to go? Check. Marketing programs adapted and translated? Check. Support team equipped to deliver multilingual chat? Oops. You get the picture. In this brief, we outline the magnitude of the problem based on hard data, the reasons why localization teams end up with enterprise-wide responsibility for globalization, how to create space for other teams to improve, and ways to prioritize the groups that need help first.
Why Benchmarking Globalization Matters
Many executives and their functional managers view international-related issues as “special” and outside the parameters of the processes that run their businesses. They assume that translation alone takes care of everything. On the other hand, mid-level managers reporting to those executives often understand intuitively that delivering a successful global digital experience involves much more than translation. They want to do it right, but many cannot find the guidance required to support customers in local markets efficiently within their own function. Hence, the need for a benchmarking framework to measure – and accelerate – progress in running the non-domestic parts of your business.