Today’s WebinarToday’s Webinar:Cisco’s Localization Journey 

Capitalizing on Global Opportunity

Featured Speakers:Tim Young, Sr. Operations Manager, Cisco SystemsMary Laplante, Senior Analyst, Gilbane Group

Kel Commins, VP Language Technology Solutions, SDL

Copyright © 2008‐2010 SDL plc. All rights reserved. SDL Confidentialwww.sdl.com www.gilbane.com

Globalization in the Corporate DNA

“The past 20 years have been truly amazing for Cisco but as a global“The past 20 years have been truly amazing for Cisco but as a globalamazing for Cisco, but as a global company built to last, I believe that the best is yet to come. We focus

amazing for Cisco, but as a global company built to last, I believe that the best is yet to come. We focusthe best is yet to come. We focus our technology innovation on where the market is going, not 

the best is yet to come. We focus our technology innovation on where the market is going, not where it has been.”where it has been.”

‐‐ John Chambers, CEO, 2004

“The road to globalization it seems“The road to globalization it seemsThe road to globalization, it seems, is paved in words.”

The road to globalization, it seems, is paved in words.”

‐ Damien Joseph, Business Week, Oct 2 2009, “White HouseChallenges Translation Industry to Innovate”

Cisco’s Localization Journey

From there to here

• Vision, strategy, execution

Ch ll d i k

• Adoption, collaboration, metrics

Challenges and risks

• Next stops on the map

On the horizon

• Next stops on the map

Summary and Q&A

Speakers

Mary Laplante Kel ComminsTim Youngy pVice President, Senior Analyst

Gilbane Group

Kel ComminsVP Language Technology 

Solutions, SDL

gSr. Operations Manager, 

Cisco Systems

SDL

Recognized Leader in Global Information Management Publicly traded company with $250m annual 

revenues

Over 2000 employees in 56 offices across 34 countries

Award‐winning and profitable company, with long‐term financial stability 

80%+ of the global translation supply chain use SDL softwarecountries

World‐leading innovative technology

SDL software

1500 enterprise customers

Gilbane Group, A Division of Outsell, Inc.

Analyst and consulting firm focused on content technologies and their application to high Practice areastechnologies and their application to high‐value business solutions

Locations

Practice areas

‐Web content management

Locations• US: Cambridge and Burlingame• UK: London

‐ Collaboration and social media

‐ Content globalization

Gilbane Boston 2010November 30 – December 2 http://gilbaneboston.com

‐ Enterprise search

‐ Digital publishingg p g

‐ XML content and technologies

Gilbane Case Study on Cisco

• Vision and strategy

• Execution of shared services approach

• Foundational capabilities

• Technology and services architecture

• Perspectives on success factors

Cisco’s Localization JourneyCisco s Localization Journey

Copyright © 2008‐2010 SDL plc. All rights reserved. SDL Confidentialwww.sdl.com www.gilbane.com

The Timeline

Bumper carscars

/2007/08 2009 2010 2011

At the Start of the Journey

Problem Statement

Cisco predominantly offers business capabilities in English / US locale.

Customers Partners and Employees in many countries are not able to connect with Cisco’s currentStatement Customers, Partners and Employees in many countries are not able to connect with Cisco s current user experience. Ultimately drains productivity and creates operational gaps in our core systems and  processes.

Localization is a key requirement for Cisco’s business growth and acquisition of new market segments in these countries.segments in these countries.

“S”MB / Commercial Growth and Market penetration needs Localization as a pre‐requisite

Goal Statement Transform Cisco’s ability to conduct operations in multiple locales to enable Cisco’s growth strategy in these markets.

Create an end to end architectural and operational framework to enable and sustain Localization efficiently.

Business Value In the past, driver for Localization was Customer/Partner Satisfaction.  Now, market forces have shifted the dynamic – as we drive SMB, lack of Localization can now be a growth impediment in new 

k tmarkets.

E.g.: Operational inefficiencies/costs – in China, Partner registration is done 2X (Chinese, then entered into Corp Systems in English).  This is a significant burden on the local resources and disrupts the Partner Experience and acquisition strategy. There is also discrepancies in foundational data that impacts bookings credit and further impacts Cisco’s productivity and ability to execute.

Snapshot: FY’09 Charter

• Improve operational efficiencies and productivity by reducing redundancies and costs.

• Accelerate static content investments to close the gap on the Partner Experience.

• Evolve the WW Channels Localization Program to deliverEvolve the WW Channels Localization Program to deliver dynamic content– This creates a fully localized user experience– Eliminates redundant PReg resources and processes in China.Eliminates redundant PReg resources and processes in China. 

• Communicate resources and capabilities more effectively to drive adoption of localized assets and track metrics.

• Expand capabilities beyond Channels by leveraging best• Expand capabilities beyond Channels by leveraging best practices and engagements with organizations like… BU’s, CA, QTC, CDO.

Suffering from Afterthought Syndrome

• Time to market delays• Inefficiencies due to redundant translations• Content that should be reusable but isn’t• Content that should be reusable but isn t• High customer support costs due to mediocre quality of translated content• Time and money to retrofit translated content to meet regulatory requirements• Time and money to deliver content for incompatible consumer devices• Maxed out language capability, constrained by non‐scalable globalization 

infrastructures• Inconsistent and out‐of‐synch multichannel communications• Mysterious localization and translation costsMysterious localization and translation costs

Language afterthought syndrome

A tt f t ti l i tA pattern of treating language requirements as 

secondary considerations within content strategies 

and solutionsand solutions.

The Timeline

Design a

Bumper cars

Design a great engine

/2007/08 2009 2010 2011

Elements to the Shared Service

Systems TestingProducts / Apps

•Functional Review Products / Apps •Linguistic Testing

Linguistic QualityReview

• Quality Review Checks

•In Country Review ProcessReview •In‐Country Review Process

Project Management

•Manage and Execute Translation and 

Localization Projects End‐to‐EndLocalization Projects End‐to‐End

Common Tech Infrastructure

•A Common Technology Infrastructure across 

Cisco to increase leverageCisco to increase leverage

ApprovedVendors

••Use of 12 Approved Global Vendors with best pricing for Use of 12 Approved Global Vendors with best pricing for 

Translation and Localization ServicesTranslation and Localization Services

Non‐negotiable Services

The Timeline

Design a

Drive fast

Bumper cars

Design a great engine

cars

/2007/08 2009 2010 2011

Four Pillars to Cisco’s SuccessAccelerating in FY10 Through the Down Turn

Cisco’s Approach to Localization Our Solution and Outcomes

Pressing Challenges With How Cisco Executes 

Our Solution Needs to Drive:

The Language Localization Shared 

S iLocalization & Translation Needs to Drive: Service

• Decentralized Process

• Paying Higher Vendor Costs 

• 30‐40% Cost Reduction

• Greater Quality

• Robust vendor management strategy to reduce costs

Gl b l d l li d t i l• No Harvesting of Translation Assets

• Indirect tie to Business Benefits

• Lack of consistent messaging

• Increased Bookings

• Improved Throughput

• Other Efficiency Gains

• Global model aligned to regional localization needs.   

• Leverage a common technology infrastructure

• Lack  of consistent messaging to our Partners

• Supports all languages

LLSSLLSSLLSSLLSSOutcomesOutcomes

• $19.9M Cost Savings in FY10• Support Increased bookings

G t i t t Q lit

• More consistent messaging to our customers and partners

• Increased translation memory re use• Greater consistent Quality• Improved Time To Market >50%

• Increased translation memory re-use• Common Technology Infrastructure

Challenges and Risks

Shared Services Adoption

Collaboration

Metrics Developmentp

Copyright © 2008‐2010 SDL plc. All rights reserved. SDL Confidentialwww.sdl.com www.gilbane.com

Adoption: Selling the Services

“…we have to win the hearts and minds of the folks who have independentfunding to do what they do. We have to sell them on using our mousetrapinstead of building their own. . . . We have to win it every day.”

‐‐ Patty Hatter, former Cisco VP

Strong value proposition

Choice of services

Stakeholder Satisfaction

FY10 CSAT= 4.24(Target 4 2)

4.24 actual (Base = 62)

4.2 target

(Target 4.2)

Overall Satisfaction Trend  

3.58

4.53

4

5

(Q2 ‐ Q4)

■ Q4 CSAT= 4.53 (95% of respondents either “Satisfied” or “Very Satisfied”)

1

2

3

0

Q2 Overall SAT (Base = 19) Q4 Overall SAT (Base = 43)

The Challenge of Collaboration

25%Lack of collaboration

15%

20%Inconsistent terminology

Other (see below )

f f

10%

Lack of w orkflow integration

Single-sourcing to mutliplechannels

Synchronizing

0%

5%source/translated content

Lack of project costing/mgmt

Content conversion/exchangeConflicting priorities

QualityConflicting prioritiesLack of mgmt education/visibilityLack of formal processesLack of resources

Other =

Gilbane Group Multilingual Communications Gilbane Group, Multilingual Communications as a Business Imperative

Change Management

Monthly/Quarterlyy/Q yCommunications

Self Service SupportSelf Service Support

Measuring Performance FY10 SLA Summary Data

Metrics leadership

• Working knowledge of corporate objectives with tangible responsibilities for achieving one or more g p gspecific key performance indicators (KPIs).

• Deep expertise in the market objectives, performance to date and the technical architecture of one or moredate, and the technical architecture of one or more product lines. 

• Strong relationships with director or executive level personnel in other product content domainspersonnel in other product content domains

• Access to metrics‐generating systems in finance, accounting and customer support call centers.  

• A perspective that understands that establishing, monitoring, and reporting performance is central to good business governance.  g g

The Timeline

Design a

Drive fastOn the horizon?

Bumper cars

Design a great engine

/2007/08 2009 2010 2011

Cisco’s Localization Journey

• Shared localization and translation services for the enterprise (and beyond?)enterprise (and beyond?)

• Benefits– Accelerated time to results in new markets– Accelerated time to results in new markets– Consistent market response– Cost managementg

• Success factors– Top‐down support and communication– Strong value propositions for internal customers– Partnership and collaboration with technology and 

i idservice providers

For More Information:

• Cisco Case Study– To be published soon!p– All webinar attendees will receive a copy via email

• Gilbane Groupp– Reports are free at http://gilbane.com– Gilbane Boston, Nov 30 – Dec 2  http://gilbaneboston.com

• SDL– Language Technology: www.sdl.com/language‐technology– Upcoming Events:p g

• Boston: November 3 ‐ www.sdl.com/boston (Mary is keynote!)• Gilbane & SDL Webinar: Nov 18 ‐Multilingual Marketing Content• Gilbane & SDL Webinar: Dec 9 ‐ XML & Smart Content in the Enterprise

Thank You for Attending