2. 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

3. IntroducHon:
What
Is
“Global
Content”?
Starter
Course:
The
User
Exercise:
SegmenHng
your
“Userverse”
The
Global
Content
Toolkit

4. “Alphabet
Soup”
Glossary
of
Global
Content
Acronyms
CMS
FIGS
MLV
CJK
DA
SLV
API
TM
MT
TMS

5. 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?

6. 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.

7. Why
is
culture
important?

9. A
cultural
“Map”

10. Culture
has
the
power
to
create...
 PercepHons
 NarraHves
 RealiHes
Jungle?
Elephant?

11. Culture
and
Health
Culture
plays
a
major
role
in
shaping
beliefs
and
concepts
of:
 Health
 Wellness
 Illness
 Disease
 Balance
with
nature
 Harmony
 Spirituality

12. Culture
Is
Content.

13. Why
is
this
important?
It’s
all
about
understanding
differences
and
finding
similariHes.

14. 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

15. Always
Start
with
SEGMENTING
USERS:
MEDIA
&
DEVICES
The
User

16. Always
Start
with
The
User
What’s
a
Content
Strategist
to
do?

17. Always
Start
with
The
User
What’s
a
Content
Strategist
to
do?

18. 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

19. Global
Content
Toolkit

20. Global
Content
Toolkit
BASIC
INTERMEDIATE
ADVANCED
 Glossaries
&
Terminology
Management
Tools
 Style
Guides
and
Global
Brand
Guidelines
 Transla,on
Memory
(TM)

21. 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

22. Global
Content
Toolkit
BASIC
INTERMEDIATE
ADVANCED
 Machine
TranslaHon
(MT)
 Portals
 Website
Crawlers
 APIs
(ApplicaHon
Programming
Interfaces)
 VOC
Tools
 Polling
and
surveying
tools
 Responsive
design

23. Bringing
Culture
to
Your
Content:
Five
Strategies
to
Get
Started

24. 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.

25. 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

26. 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

27. 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.

28. 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”

29. 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”

30. 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”

31. 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 Findings
Amy Wilson-Stronks and Erica Galvez
“Hospitals
should
provide
for
internal
mul4disciplinary
dialogues
about
language
and
culture
issues.”

32. 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

33. 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

34. 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

35. 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

36. Five
Strategies
to
Get
Started
What
How
Challenges

Example
The
case
of
Diabetes
in
the
Somali
community
3.
BUILD
Culture-­‐based
AnalyHcs

37. 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

38. 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

39. 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

40. Five
Strategies
to
Get
Started
What
How
Challenges

Example
4.
START
Localizing
Your
CommunicaHon
Examples
from
your
company
or
field
of
prac4ce?

41. 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

42. 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

43. 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

44. Five
Strategies
to
Get
Started
What
How
Challenges

Example
Blood
analyzer
(med
device)
5.
THINK
and
PLAN
for
the
Long
Term

45. 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...

46. Celebrate
cultures.
They
are
keys
to
reaching
your...
 Clients
 Audiences
 Market
segments

48. The
Global
Content
Lifecycle
Sourcing
for
Success
Global
SEO
Global
Teams
ReporHng
and
Metrics

49. Global
Content
Lifecycle
ORGANIZING
>
 Old
Prac,ce:
 BeZer
Prac,ce:
 Best
Prac,ce:
PUBLISHING
LOCALIZING
>
AUTHORING
>
IT-­‐Centric
Content-­‐centric
Customer-­‐centric
Customer-­‐centric

50. Global
Content
Lifecycle
ORGANIZING
>
 Old
Prac,ce:
 BeZer
Prac,ce:
 Best
Prac,ce:
PUBLISHING
LOCALIZING
>
AUTHORING
>
“Linear”
Authoring
Content
Management
ConversaHon
Management
ConversaHon
Management

51. 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”

52. 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)

53. Sourcing
for
Success
 Old
Paradigm:
 New
Paradigm:
TransacHon-­‐based
Partner-­‐based

54. Global
SEO
 Seman,c
Mapping
 Concepts,
not
words:
TranscreaHon
Meanings
Concepts
Purpose
Words / Logo
TRANSCREATION
"SURFACE"
TRANSCREATION
SOURCE
TARGET
SOURCE
LANGUAGE / CULTURE
DEEPER LEVEL
SURFACE LEVEL
Meanings
Concepts
Purpose
Words / Logo
TARGET
LANGUAGE / CULTURE

55. Working
on
Global
Teams
“HARD”
FACTORS
“SOFT”
FACTORS
 Deadlines
&
Schedules
 Business
Objec,ves
 Budgets
 Risks
 Constraints

56. 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

57. Working
on
Global
Teams
“HARD”
FACTORS
“SOFT”
FACTORS
Which
category
of
factors
is
more
likely
to
complicate,
jeopardize
or
derail
a
Global
Team
project?

58. Working
on
Global
Teams
“HARD”
FACTORS
“SOFT”
FACTORS
A
few
cultural
Hps
for
working
at
the
intersecHon
of
Global
and
Local,
on
Global
Teams

59.  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?

60. 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

61. Intermediate
 Frame
ques,ons
affirmaHvely
 Use
of
silence
 Be
careful
with
humor
 How
much
detail?

62. 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...

63. Peer
recogniHon
is
universal.
 Individual
 Collec,ve
 Mutual

65. 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.

66. 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

67. 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

68. 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

69. 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

70. 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.

71. 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.

72. 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.

73. 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..

74. 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.

75. 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.

76. 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.

77. ReporHng
and
Metrics
 Old
Prac,ce:
 BeZer
Prac,ce:
 Best
Prac,ce:
SupporHng
the
Paper
Industry
The
Birth
of
“Big
Data”
Measuring
for
Meaning

78. 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.)