Having worked at two translation companies and on many projects requiring localization, I appreciate just how nimble LSPs (language service providers) can be. Their ability to track down translators with the necessary subject matter expertise and handle a vast array of file formats is truly remarkable. That said, localization efficiency is dependent on you, the content provider.
If you can’t handle some rough-and-tumble adversity, you are not ready to manage the implementation of a new content strategy.
Does this sound familiar?
One reason for lack of accountability is the we-meeting. You know the one: “We need a new process for handling customer service issues.” Lots of discussion follows, but no clear direction is given, nor is any responsibility taken.
Bruce Clarke (The View from HR column) referencing consultant Kathleen Kelly
Different flavors of content strategists seem to be having trouble talking to each other. I think it’s because of the framing effect.
We are moving companies away from a heroic model to a process-driven model. Processes are much less exciting that the adrenaline rush that comes from working miracles to deliver the impossible.
Yes, you can call me overly cautious.
Before making a purchase, I will research the you-know-what out of the item. If it’s a big purchase, I’ll hire a professional to help me make my decision (particularly when it comes to real estate). I’d rather part with a bit more cash than get angry with myself later for a bad purchase.
I love it when an offhand remark on Twitter turns into a smart conversation.
In this webcast recording, Sarah O’Keefe discusses content strategy and the role of DITA in content strategy.
Last year, I told you to hug it out with your IT department. Play nicely with your IT group, but you also need to ask tough questions and get commitments. Otherwise, IT problems can derail your content strategy.
