{"id":5906,"date":"2022-06-22T09:45:43","date_gmt":"2022-06-22T07:45:43","guid":{"rendered":"https:\/\/www.textmaster.com\/blog\/?p=5906"},"modified":"2022-06-23T11:35:20","modified_gmt":"2022-06-23T09:35:20","slug":"3-key-strategies-for-getting-buy-in-for-localization","status":"publish","type":"post","link":"https:\/\/www.textmaster.com\/blog\/3-key-strategies-for-getting-buy-in-for-localization\/","title":{"rendered":"3 Key Strategies for Getting Buy-In for Localization"},"content":{"rendered":"

Localization managers play a central role in positioning localization as a key business strategy. Here\u2019s how to secure buy-in from all stakeholders.<\/em><\/p>\n

Just like a machine needs oil to run smoothly, so does each department within a company need processes to function efficiently. Processes keep things ticking along and ensure that products and services meet customer expectations, quality standards, and timeframes. However, when a machine is only one of many moving parts in a complex system, even the best-oiled machine will underperform if left to function in isolation\u2014and localization is no different.<\/p>\n

Localization managers<\/a> have a pivotal role to play not only in ensuring that these processes are running smoothly but also in securing the all-important buy-in from other stakeholders. After all, localization touches on almost every area of the business<\/a>\u2014without the right level of support, it can be difficult to get the job done properly. In this guide, we\u2019ll explore some proven strategies for winning over the powers that be and getting the green light (and budget) for your localization projects.<\/p>\n

Identify key stakeholders<\/h2>\n

Because each business is different, it\u2019s important to take the time to understand the organization you work for and figure out who the key decision-makers are. These people, or groups, will have a direct impact on your ability to successfully run localization projects, so it\u2019s essential that you map them out and develop a plan for winning them over.<\/p>\n

Most stakeholders fall into one of two categories:<\/p>\n

Primary stakeholders<\/h3>\n

These are the people who have the power to green-light projects, sign off on budgets, and give you the resources you need to do your job. They are committed stakeholders\u2014in the sense that they have a vested interest in the success or failure of the localization project. Some examples of primary stakeholders include senior executives and key clients.<\/p>\n

Secondary stakeholders<\/h3>\n

These people don\u2019t have direct decision-making power, but they can influence those who do. They may not be as invested in the outcome of the project, but they need to know what you do and how to do it because their support can still make a big difference. They might be able to provide valuable input or feedback, open doors, or be a champion for your cause. Some examples of secondary stakeholders in localization include the legal, compliance, human resources, and IT departments.<\/p>\n

Sort stakeholders by interest and influence<\/h2>\n

After exhaustively listing out all the stakeholders in your company\u2014from minor players to all-powerful executives and everyone in between\u2014it\u2019s time to start thinking about them in terms of interest and influence.<\/p>\n

A prioritization matrix can be a helpful tool for this task, and it could take the form of a simple two-by-two grid with the following criteria:<\/p>\n

\"prioritization-matrix\"<\/p>\n

You should give the most attention to those in the top-right quadrant, who we can call \u201cpriority stakeholders.\u201d These are the people who have both the power to make things happen and a vested interest in your success.<\/p>\n

Next, you should focus on those in the bottom-right quadrant, the \u201cpotential allies.\u201d These are the really influential people who might not have a personal interest in your success but could be persuaded to give their backing if you make a good case. So try to keep them onside, but don\u2019t expend too much energy on them until you\u2019ve won over the priority stakeholders.<\/p>\n

After that, you have the \u201cadvocates\u201d in the top-left, who have little influence but a strong interest in your success. While it\u2019s tempting to assume that their lack of influence makes them unimportant, don\u2019t dismiss them outright\u2014they could be a valuable source of social proof and support, especially if they\u2019re highly respected within the company.<\/p>\n

Finally, there are the \u201cextras\u201d in the bottom-left, who have neither the interest nor the influence to make a difference. You can afford to not have them on board, but devoting a little effort to increasing their interest might pay off down the line if they become advocates or potential allies.<\/p>\n

Develop a plan to win them over<\/h2>\n

Now that you\u2019ve identified and sorted your stakeholders, it\u2019s time to craft a localization business case that will help you get the buy-in you need from each group.<\/p>\n

A business case is essentially a document that sets out the reasons for undertaking a particular course of action\u2014in this case, investing in localization. It illustrates why your projects are desirable, viable, achievable, and worthwhile investments.<\/p>\n

To build a localization business case, there are three key elements you need to consider.<\/p>\n

The strategic context<\/h3>\n

This section should explain why localization is important as a business strategy. What are the benefits of localization? What are the risks of not localizing? How does localization fit into the broader company strategy?<\/p>\n

You might benefit from including third-party data or statistics from industry publications or analysts to back up your claims here. The goal is to demonstrate that localization is a sound investment that will help the company achieve its objectives. Some key stats you can use to make your case include:<\/p>\n