Global Content Strategy: Preparing the Content Banquet by James V. Romano

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)


 TranslaHon Management Systems (TMS)

 Workflow

 PM + TM

 Content Management Systems (CMS)

 Suppor,ng the Global Content Lifecycle  Enterprise-‐level


 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.


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


1. RECOGNIZE the Power of Culture What How

Challenges Example

 Language barriers  Stereotypes  Limited access

 Lack of ins,tu,onal recogni,on


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.


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”


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.



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” 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.”


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



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


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



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



What How Challenges

Example

The case of Diabetes in the Somali community




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


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.



What How

Challenges Example

 Budget  Time

 Fear  Ques,onable business case (Where’s the ROI?)



What How Challenges

Example


Examples from your company or field of prac4ce?



A culturally-‐driven content strategy requires a:

 Pla`orm

 Road Map

 Long-‐term orienta,on

5. THINK and PLAN for the Long Term


What How

Challenges Example

 Audit your current state.  Develop a strategic road map.

 Build a dedicated team.

 Leverage technology.



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.



What How Challenges

Example

Blood analyzer (med device)



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


 Old Prac,ce:

 BeZer Prac,ce:

 Best Prac,ce:


“Linear” Authoring

Content Management

ConversaHon Management ConversaHon Management


 Old Prac,ce:

 BeZer Prac,ce:

 Best Prac,ce:


TranslaHon as Commodity

The “Global-‐Local” Blend

LocalizaHon as ROI “Sweet Spot” LocalizaHon as ROI “Sweet Spot”


 Old Prac,ce:

 BeZer Prac,ce:

 Best Prac,ce:


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


 Personali,es  Personal agendas  Cross-‐cultural communica,on  Cultural differences  Miscommunica,on  Incorrect or differing assump,ons


Which category of factors is more likely to complicate, jeopardize or derail

a Global Team project?


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.”


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.”


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?”


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:


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.)

Technology

Global Content Strategy: Preparing the Content Banquet by James V. Romano