Synchronizing global product management with global content lifecycles
By Bruno Herrmann, Globalization & Localization Director at The Nielsen Company
Bruno is presenting “Unleashing the Value of Global Information Management” at the Gilbane Conference on 03-05 December, in Boston, USA.
The title of this blog, "Synchronizing global product management with global content lifecycles," may summarize the journey in front of globalization leaders and stakeholders if they want to deliver on globalization requirements in business environments. The globalization bar has to be raised on an ongoing basis considering the power and shifting nature of digital content.
Strategically, this requires us to connect and leverage critical areas such as global design, development and testing, translation and localization, and international customer experience. Managing them as standalone activities would not generate as many results and benefits, and likely not in the most cost- and time-efficient way. As it might imply breaking silos and building bridges, the actual value of globalization comes to a large extent from how global teams use these linkages, and the impact of a hit or miss approach. The obvious facts cannot be questioned: that the localization of properly internationalized content is now easier and faster than ever before, and that localized content helps to make or break customer experience in foreign markets. But a holistic assessment of the ecosystem may be necessary to bring all the pieces together and make them globally actionable. This part of the journey is focused on understanding, scoping, and collaboration efforts.
Tactically, this holistic approach means first of all putting a robust organizational framework in place and implementing well-defined processes in practice. Connecting these various dots is not a no-brainer, specifically where cross-functional work streams are neither intuitive nor welcome, or where globalization may be seen as just another silo.
On the process front, shaping and articulating workflows like business processes around business objectives remains challenging. And defining governance and funding models is sensitive, yet crucial. This creates a need for selecting and implementing tools and assets that will help people and processes work well, i.e. with optimized productivity, quality and cycle times in mind.
Balancing and prioritizing global information and product management comes into play here, too. This part of the journey is driven by planning, management, and delivery efforts.
During my post-conference workshop at the Gilbane Conference, attendees will have the opportunity to dive into essential steps of the whole globalization journey. As the agenda is based on experience and execution “from the trenches,” it will help them identify challenges and pitfalls to address as well as best practices to take away for their own plans.
Learn more about the Gilbane Conference at their website: gilbaneconference.com
NOTE: The views expressed here are those of the authors and do not necessarily represent or reflect the views of GALA.