global content strategy: preparing the content banquet by james v. romano
TRANSCRIPT
Today’s Menu
Hour 1: 9:00-‐9:55am
Global Content Strategy 101:
The Basic Ingredients
Hour 2: 10:00-‐10:55am
Recipes for Global Content Success:
From AppeHzers to Full-‐course Meal
Hour 3: 11:00-‐noon Bringing It All Together:
Serving Up the Global Content Strategy
IntroducHon: What Is “Global Content”?
Starter Course: The User
Exercise: SegmenHng your “Userverse”
The Global Content Toolkit
“Alphabet Soup” Glossary of Global Content Acronyms
CMS FIGS
MLV
CJK
DA SLV
API
TM
MT
TMS
Always Start with
AUDIENCES & USERS
The User
Who are they? What do they want / need? How can I segment my users in order to best meet their needs?
Always Start with
SEGMENTING USERS: CULTURE
The User
Culture is the set of characterisHcs of a par,cular group of people that defines their collecHve idenHty and make them disHnct from others.
Why is culture important?
A cultural “Map”
Culture has the power to create...
PercepHons NarraHves RealiHes
Jungle? Elephant?
Culture and Health Culture plays a major role in shaping beliefs and concepts of:
Health Wellness Illness Disease Balance with nature Harmony Spirituality
Culture Is Content.
Why is this important? It’s all about understanding differences and finding similariHes.
Always Start with
SEGMENTING USERS: LANGUAGES
The User
“Languages differ essentially in what they must convey and not in what they may convey.” --Roman Jakobson
Always Start with
SEGMENTING USERS: MEDIA & DEVICES
The User
Always Start with The User
What’s a Content Strategist to do?
Always Start with The User
What’s a Content Strategist to do?
Exercise: SegmenHng Your Userverse
The Goal: A seamless user experience:
“anywhere, anyHme, any device”
On a sheet of paper, write down your main user “segments,” iden,fying them by categories that are relevant to your industry or audience.
cultures
experience levels
responsibiliHes
tasks
techno-‐literacy
learning styles
languages
needs
Global Content Toolkit
Global Content Toolkit BASIC INTERMEDIATE ADVANCED
Glossaries & Terminology Management Tools
Style Guides and Global Brand Guidelines
Transla,on Memory (TM)
Global Content Toolkit BASIC INTERMEDIATE ADVANCED
TranslaHon Management Systems (TMS)
Workflow
PM + TM
Content Management Systems (CMS)
Suppor,ng the Global Content Lifecycle Enterprise-‐level
Global Content Toolkit BASIC INTERMEDIATE ADVANCED
Machine TranslaHon (MT)
Portals
Website Crawlers
APIs (ApplicaHon Programming Interfaces)
VOC Tools Polling and surveying tools Responsive design
Bringing Culture to Your Content: Five Strategies to Get Started
Five Strategies to Get Started
1. RECOGNIZE the Power of Culture What
How Challenges Example
Cultural strategy starts with the recogni,on that culture...
drives behavior frames one’s understanding of the world (and oneself) unlocks deep mo,vators.
Tapping into it enables you to harness its power to drive business goals and build communica,on strategies.
Five Strategies to Get Started
1. RECOGNIZE the Power of Culture What
How Challenges Example
Look around Ini,ate a conversa,on Ask ques,ons Explore differences Think “culturally” Build a founda,on of first-‐hand cultural knowledge
Five Strategies to Get Started
1. RECOGNIZE the Power of Culture What How
Challenges Example
Language barriers Stereotypes Limited access
Lack of ins,tu,onal recogni,on
Five Strategies to Get Started
1. RECOGNIZE the Power of Culture What How Challenges
Example
The Mayo Clinic recognized the power of culture, and markets, to aZract visitors and pa,ents from the Middle East.
They began with small dialogues and explora,ons, gleaned trends, and began to nurture them, leading to a major new revenue stream and interna,onal growth.
Five Strategies to Get Started
What How Challenges Example
Cultural strategy starts with an awareness of the role that culture plays in everyday life.
As a content professional, you can start by “seeding” cultural awareness internally, within your own organiza,on.
2. BEGIN creaHng an internal “culture of awareness”
Five Strategies to Get Started
What How
Challenges Example
IdenHfy internal stakeholders Build a core “team” or circle
Organize opportuni,es for dialogue and exchange
Expand the circle Create a founda,on for a mul,cultural approach to your content.
2. BEGIN creaHng an internal “culture of awareness”
Five Strategies to Get Started
What How
Challenges Example
Staffing
Budgets People are busy Culture is abstract Ins,tu,onal iner,a
2. BEGIN creaHng an internal “culture of awareness”
Five Strategies to Get Started
2. BEGIN creaHng an internal “culture of awareness” What How Challenges
Example
From the California Endowment:
Report on Hospitals, Language and Culture: A Snapshot of the NaHon.
Hospitals, Language, and Culture: A Snapshot of the Nation
Exploring Cultural and Linguistic Services in the Nation’s Hospitals
A Report of FindingsAmy Wilson-Stronks and Erica Galvez
“Hospitals should provide for internal mul4disciplinary dialogues about language and culture issues.”
Five Strategies to Get Started
2. BEGIN creaHng an internal “culture of awareness” What How Challenges
Example
“We are making mul=cultural
part of everything we do.” -‐-‐ Tony Rogers, Sr. VP, Brand Mktg and Adver,sing Walmart
Five Strategies to Get Started
What How Challenges Example
We can only improve what we can measure. Develop some basic metrics around key cultural indices, demographics and business issues relevant to your field.
3. BUILD Culture-‐based AnalyHcs
Five Strategies to Get Started
What How
Challenges Example
IdenHfy opportuniHes (areas/things to measure that are ripe for improvement) Take empirical measures Work to refine and crystallize the subject(s) being measured. Confirm results Con,nuously improve
3. BUILD Culture-‐based AnalyHcs
Five Strategies to Get Started
What How
Challenges Example
Data collec,on systems may present challenges
I.T. may not cooperate easily
Goals may become “clouded”
Short-‐term gains may be elusive
3. BUILD Culture-‐based AnalyHcs
Five Strategies to Get Started
What How Challenges
Example
The case of Diabetes in the Somali community
3. BUILD Culture-‐based AnalyHcs
Five Strategies to Get Started
What How Challenges Example
All communica,on is local.
Cultural communica,on is all about tailoring your content for maximum effec,veness.
A culturally-‐driven content strategy requires a global strategic pla`orm.
4. START Localizing Your CommunicaHon
Five Strategies to Get Started
What How
Challenges Example
Star=ng tac=cally: Select a few key communica,on pieces to localize (translate) and develop a feel for it.
Star=ng strategically: Develop a localizaHon road map that iden,fies key communica,on goals and builds towards a culturally-‐driven user experience.
4. START Localizing Your CommunicaHon
Five Strategies to Get Started
What How
Challenges Example
Budget Time
Fear Ques,onable business case (Where’s the ROI?)
4. START Localizing Your CommunicaHon
Five Strategies to Get Started
What How Challenges
Example
4. START Localizing Your CommunicaHon
Examples from your company or field of prac4ce?
Five Strategies to Get Started
What How Challenges Example
A culturally-‐driven content strategy requires a:
Pla`orm
Road Map
Long-‐term orienta,on
5. THINK and PLAN for the Long Term
Five Strategies to Get Started
What How
Challenges Example
Audit your current state. Develop a strategic road map.
Build a dedicated team.
Leverage technology.
5. THINK and PLAN for the Long Term
Five Strategies to Get Started
What How
Challenges Example
Most ins,tu,ons do not “think” long-‐term.
Budgets are ocen annual, not beyond.
Results may take a while to appear in metrics.
5. THINK and PLAN for the Long Term
Five Strategies to Get Started
What How Challenges
Example
Blood analyzer (med device)
5. THINK and PLAN for the Long Term
Five Strategies to Get Started
Summary: 5 Strategies to Get Started
1. Recognize the power of culture.
2. Begin crea,ng an internal “culture of awareness.”
3. Build culture-‐based analy,cs.
4. Start localizing your communica,on.
5. Think and plan for the long term.
and most importantly...
Celebrate cultures. They are keys to reaching your...
Clients Audiences Market segments
The Global Content Lifecycle
Sourcing for Success
Global SEO
Global Teams
ReporHng and Metrics
Global Content Lifecycle ORGANIZING >
Old Prac,ce:
BeZer Prac,ce:
Best Prac,ce:
PUBLISHING LOCALIZING > AUTHORING >
IT-‐Centric
Content-‐centric
Customer-‐centric Customer-‐centric
Global Content Lifecycle ORGANIZING >
Old Prac,ce:
BeZer Prac,ce:
Best Prac,ce:
PUBLISHING LOCALIZING > AUTHORING >
“Linear” Authoring
Content Management
ConversaHon Management ConversaHon Management
Global Content Lifecycle ORGANIZING >
Old Prac,ce:
BeZer Prac,ce:
Best Prac,ce:
PUBLISHING LOCALIZING > AUTHORING >
TranslaHon as Commodity
The “Global-‐Local” Blend
LocalizaHon as ROI “Sweet Spot” LocalizaHon as ROI “Sweet Spot”
Global Content Lifecycle ORGANIZING >
Old Prac,ce:
BeZer Prac,ce:
Best Prac,ce:
PUBLISHING LOCALIZING > AUTHORING >
Pull (“come and get it!”)
Push (publishing as monologue)
Push-‐Pull (publishing as dialogue) Push-‐Pull (publishing as dialogue)
Sourcing for Success
Old Paradigm:
New Paradigm:
TransacHon-‐based
Partner-‐based
Global SEO Seman,c Mapping Concepts, not words: TranscreaHon
Meanings
Concepts
Purpose
Words / Logo
TRANSCREATION
"SURFACE"
TRANSCREATION
SOURCE TA
RGET
SOURCELANGUAGE / CULTURE
DEEPER LEVEL
SURFACE LEVEL
Meanings
Concepts
Purpose
Words / Logo
TARGETLANGUAGE / CULTURE
Working on Global Teams “HARD” FACTORS “SOFT” FACTORS
Deadlines & Schedules Business Objec,ves Budgets Risks Constraints
Working on Global Teams “HARD” FACTORS “SOFT” FACTORS
Personali,es Personal agendas Cross-‐cultural communica,on Cultural differences Miscommunica,on Incorrect or differing assump,ons
Working on Global Teams “HARD” FACTORS “SOFT” FACTORS
Which category of factors is more likely to complicate, jeopardize or derail
a Global Team project?
Working on Global Teams “HARD” FACTORS “SOFT” FACTORS
A few cultural Hps for working at the intersecHon of
Global and Local, on Global Teams
Slow down Be extra courteous Look in all direc,ons Watch for bumps Be aware of all different ac,vity (bikes, pedestrians, kids, elderly, joggers, skateboarders, pets, squirrels, etc.)
What does this mean in terms of global communica,on?
Basics Opening and closing of mee,ngs (respec,ng formality) Taking turns during conversa,ons (ac,ve listening) Interac,ng vs. InterrupHng (ac,ve listening) Avoiding slang or jargon
Intermediate Frame ques,ons affirmaHvely Use of silence Be careful with humor How much detail?
Advanced Conflict: Air it or Avoid it? Be aware of rank and its effect on communica,on Time is culturally rooted “Saving face”
...and of course...
Peer recogniHon is universal. Individual Collec,ve Mutual
Meet George! George manages a global project with co-‐workers located across
several ,me zones, cultures and na,onali,es. They are in touch daily via email and phone, weekly via conference calls, etc.
QuesHon #1
George tries to rally his global team to make a deadline by telling them:
“OK, guys, we gooa hit the ground running and slam-‐dunk this. My manager is breathing down my neck to slide this puppy into home and nail it by Friday. Otherwise, he’s gonna kick me where
the sun don’t shine.”
What’s wrong with this approach?
Key Lesson: AVOID SLANG OR JARGON.
C) No clear ac,on items
D) All of the above B) Too much American slang
A) Not specific enough
QuesHon #2
George asks:
“Can you each confirm who will not be aoending next week’s call, so I can decide if we should cancel it or not?”
What’s wrong with this ques=on?
Key Lesson: FRAME QUESTIONS AFFIRMATIVELY.
C) George does not have the authority to cancel the mee,ng
D) All of the above B) It is framed in the nega,ve
A) It is not appropriate to ask who’s not aZending
QuesHon #3
George decides to break the ice with the following:
“While we’re waiHng for the others to join our meeHng, did you hear about the foreign pet store? They had a sale on dogs, “Buy one, get one flea.”
What’s wrong with this?
Key Lesson: BE CAREFUL WITH HUMOR.
C) It’s a slam on foreign pronuncia,on of English
B) It’s a poor example of humor. D) All of the above.
A) It is too informal for a global business mee,ng
QuesHon #4
George wants to break the meeHng for lunch. He asks:
“Shall we finish discussing the schedule first and then break for lunch, or shall we eat first and reconvene in an hour to conHnue
with a discussion of costs?” What’s wrong with this?
Key Lesson: SAY ONE THING AT A TIME.
C) Costs should never be discussed in a global mee,ng
B) It’s a poor example of humor. D) All of the above.
A) Grouping together mul,ple thoughts into long complex sentences may be harder for non-‐na,ve speakers to follow
QuesHon #5
George tries to show respect for people’s Hme by speeding through project preliminaries:
“Hey, I know everyone is busy, so let’s skip the details and get right to your quesHons.”
What’s wrong with this?
Key Lesson: RESPECT FORMALITY.
C) Going step-‐by-‐step may seem formalis,c to some cultures, but in others it is taken seriously; skipping it seems amateurish or unprofessional.
B) Respect is ocen beZer shown by reviewing details, not skipping them. D) All of the above.
A) The formality of reviewing project details is important for global teams to ensure non-‐proficient English speakers comprehend it.
QuesHon #6
George asks if anyone has concerns:
“So, if anyone has any concerns or problems with the plan I’ve just presented, feel free to speak up now.”
What’s wrong with this?
Key Lesson: SPEAKING UP MAY BE CULTURALLY RELATIVE. Be sure to seek feedback through mul,ple channels.
C) It doesn’t maZer what George’s team thinks.
B) Nothing is wrong if nobody speaks up. D) All of the above.
A) In many business cultures, workers will not ques,on their managers, and certainly not in a public mee,ng.
QuesHon #7
Pressing further, George quesHons a team member:
“So, Kayla, you didn’t respond to my email. Is your team not on board with the plan?”
What’s wrong with this?
Key Lesson: “SAVING FACE” IS A VITAL CROSS-‐CULTURAL SKILL.
C) Kayla never responds to emails.
B) Ques,oning Kayla’s team publicly goes against the idea of “saving face.”
D) All of the above.
A) Nothing—Kayla’s team is always on board.
QuesHon #8
George noHces a key team member is remaining silent and sullen, and he wants her to express her input to the team.
George’s most effec=ve steps would be to:
Key Lesson: DEMONSTRATE ACTIVE LISTENING. There are many ways to do it, including showing respect, pausing (silence can demonstrate listening), and repea,ng words to confirm you understand.
C) Leave her alone and ask her “off line.”
B) Ask her to speak in the form of a ques,on, such as “Do you think...? Or “Would you share...?”
D) Try to engage her and show her the respect that you are listening for her input.
A) Go around the room (virtually) and when they arrive to her, she’ll speak up..
QuesHon #9
George gets several emails just before his global team meeHng:
What’s wrong with this?
Key Lesson: Time varies by culture. Balance “hard” factors and “soc” factors to keep everyone on board and engaged.
C) George needs to remind everyone that “,me is money.”
B) Nothing, unless the home team lost. D) None of the above.
A) Everything, since nobody on George’s team is doing their part.
The Brazilian team will be late, the German team has already logged on and is waiHng impaHently, the Italians are out to lunch,
and the Americans are busy checking sports scores.
QuesHon #10
George realizes his global team members all want to do a good job, but working virtually makes it difficult to moHvate and reward his team members.
What can George do?
Key Lesson: PEER RECOGNITION IS UNIVERSAL.
C) Celebrate project milestones with a collec,ve recogni,on that others may see.
B) Reward key contributors with a small gic.
D) All of the above.
A) Recognize the accomplishments of specific team members during the mee,ng in order to show apprecia,on in front of peers.
9-‐10 Ambassador Level 7-‐8 Culturally Fluent 5-‐6 Ambassador Level 3-‐4 You can probably say cerveza. 0-‐2 Your passport may be revoked.
ReporHng and Metrics
Old Prac,ce:
BeZer Prac,ce:
Best Prac,ce:
SupporHng the Paper Industry
The Birth of “Big Data”
Measuring for Meaning
Exercise: Measuring for Meaning
The Goal: Develop metrics that are ac,onable, relevant and understandable across the enterprise.
1) Form small groups and select one of the three scenarios on the Measuring for Meaning worksheet.
2) Discuss the goal, and iden,fy the outputs and inputs you will need to manage toward the goal.
3) Bonus: Iden,fy the type(s) of systems or middleware you will need to capture the metrics (PM tracking socware, ,mesheets, etc.)