COMPLIMENTARY TAUS REPORT

You have been managing translations for your company for more than fifteen years now. You have moved from project manager to localization manager to globalization director. First you worked closely with the project manager at your vendor organization that handled the four languages of your company’s flagship product. Many lessons were learnt. The process got better, but quality remained variable.

The addition of more languages was a good occasion to try out new vendors. There were plenty of vendors who offered their services at competitive prices. By the time your product was translated into fifteen languages, you found yourself working with twelve different vendors. Your focus had shifted from quality to process and cost. The translation memories that helped you automate translation to some extent now had to be consolidated in one central place. This would finally give you full control over cost, process and also improve quality. You convinced your management to invest half a million in a Globalization Management System.