Technological transformation in localization is inevitable

The translation industry has been digitized for a while now and has met self-isolation, with its need to work remotely, quite calmly. Meanwhile, developers of client-supplier interaction platforms have experienced significant strain due to increased demand for the technology. How should platform developers restructure their work, and what should they be prepared for when implementing platforms to streamline translation processes?

Developers are usually translation companies, such as Janus Worldwide, which means that development does not start from scratch, but builds on years of accumulated experience and an in-house technological base. At the same time, the development and implementation of a platform will begin a significant transformation of traditional processes and employees’ skills.

While previously a project manager communicated with the client, discussed all the terms of the order and put it into operation, now, the manager must be trained to work with the platform, to conduct presentations and demonstrations, and to explain to the client how to work with the tool, how to deal with possible bugs or updates, and what can be customized. To make all this work, the development company must not only form a dedicated team in its R&D department to design the platform, but also change the work of its Helpdesk team, develop new marketing materials, and, of course, organize a staff training group so that the managers presenting the product to clients can do so properly.

The user profile may be very diverse—such platforms are used by localization, marketing, purchasing and even development departments, if they coordinate the translation flows within their company. Often, these departments are seen as costly expenses and not enough attention is paid to their technological sophistication. But even if they manage to prove that they are the company’s image-makers in foreign markets, and that they can speed up their work and free up time for other tasks by introducing new technology, new challenges await them. Such platform users on the side of translation service clients expect personalized training, constant support, explanations of where to click, how to set up access rights, how confidentiality is maintained, and so on.

Often, new things are met with waves of protest and are difficult to implement. The technological transformation of localization is, however, already inevitable, although it will require effort, time and money.

Ultimately, the successful implementation of technology depends on both parties, the developer-supplier and the client, and on their communication and coordination during the launch stage. In this, the client as a whole and the initiator on the client side in particular face a real challenge, because in addition to technical implementation and technological changes to the usual workflow, an incredible effort must be made to convince colleagues of the necessity, reliability and efficiency of the solution. Meanwhile, the supplier is caught between two fires—they face the difficult but important task of re-engineering their internal processes and preparing their staff for the change, and also the challenge of working with their clients to help them easily pass through all the stages of approval and authorization in the implementation of the platform.