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Localization Maturity

Localization Maturity is about matching your organization’s expectations on global communication outcomes with the right people, processes and technologies. As organizations grow and their localization (translation) needs grow, that organization will have to move through stages of maturity.

Our Global Communication Maturity Model™ 2.0 shows an enhanced view of the stages through which organizations will progress when implementing a global communications strategy. Each stage represents a point in time when an organization faces unique challenges that must be met and built upon in order to move forward on their global business path. Click on the Maturity Model to enlarge and ask yourself… where would you place your organization?

Too many companies focus on the lagging measures such as profit, ROI, etc. When you determine the lagging measures, there is nothing you can do about them. Common sense would tell us we need to go back and examine our historical markers as to how we got there… LSI dedicated an enormous amount of time with a passion toward the education of organizations on this path and the data behind it all is astounding…

G. Tucker

Associate State Director, University of Missouri Extension

1. Evaluate Current State

Click on our model above for a full overview and then place your organization on the Maturation Model. We find that most of our clients can place themselves very easily by looking at the descriptions of each stage. Then, contact us to see what areas we could work on based on where you are. Based on the level of maturity and our SWOT analysis, we evaluate your current state and define areas of improvement for your organization.

2. Measure

For most common process issues, we already have meaningful metrics that we can use to evaluate progress. Together with the overall business objectives, we can begin to measure progress on process improvement and initiatives that can help you reach better cost efficiency and move you up the maturity model.

3. Balanced Scorecard Tracking

Great partnerships are based on outcomes. We find the most effective collaborations should revolve around a common set of goals, objectives and preferred outcomes that we should expect from both parties. That is why we follow the Balanced Scorecard approach to define our relationship and to track progress.

4. Control

Continuous process improvement is an important part of this cycle. But it is important to work on SMART goals that are definite in time and can be controlled. Once progress has been made, it is important to control and document the process before moving forward. We can help to define the process that has resulted from the process improvement initiative and deploy this effectively to control the process.