On the edge— walking the tightrope

1. On the edge—walking the tightrope Alison Toon and Venugopal Shan October 2011

2. Who we are • Enterprise Transformation • Global Translation Program • Intra-HP Cross organizational partnership • Suppliers • Joint work with Alison’s Globalization team on People, Process and Technology • Enterprise Translation Management Architecture • Translation management tools and processes • Terminology management and global brand • Internationalization of content • Content creation best practices • Alison • Venugopal

3. Agenda • Scale • Approach • Challenges • Progress and success • What’s next?

4. HP’s scale Immense Breadth and Depth

5. What is your mountain peak? • How many words a year do you translate? • How many content types? • How many products and services? SKUs? • What would make you think twice? • … welcome to our reality…

6. HP is more than you may think • We are not just printers… • … or PCs… • … or printer ink. • We are the computer systems who run your telephone network • Or the systems behind your government • Or the IT infrastructure for your bank • Or the printing of the billboards you saw on your way here • All over the world

7. Scale—pushing the limits • > 300,000 employees • +/- $130 billion revenues • 170 countries • > 60languages + country localization • > 70,000 SKUs • > 300 million words translated/year • Global launches, global information • Consumer, SMB, Enterprise • Print, web, social and mobile and everything else

8. On the edge? Fall or jump! • Several years ago, all HP translations were done by different small teams, all over the company, with a multitude of translation suppliers and no sharing of assets. • We were swamped by rapid growth in translation requirements, new services driving need for global deployment of content simultaneously, little knowledge of translation automation tools—not even translation memory—and little expertise in enterprise translation management. • We could have failed, slowly but surely, overwhelmed by an ocean of translation • Instead, we jumped, feet first! • HP’s Enterprise Translation Management Architecture started its life as a bold project, albeit with risk, with emerging technology,delivering to new, important customer markets.

9. Our approach … it worked for us

10. ETMA HISTORY T&L anarchy Early ETMA EC support ETMA rules! 1 2 3 4 Fast Adoption Curve; All HP translations must be processed through ETMA. Huge centralized TM repository enables quality MT service. Rapid growth! No central TM management, no approved supplier list, and translations of same content done over and over and over again, with inconsistent terms and no shared assets 1999: Began enterprise translation management. Early 2000’s: benefits and usage spread gradually within HP, and HP recognized externally as pioneers 2008/9: Demonstrated business case for use across HP; Partnership between HP Transformation team & Globalization team.

11. Today • ETMA tools and processes are used for all HP translations, and all HP translation suppliers are users ofETMA. • HP Translation program includes: • Centralized management and sharing of translation memories • Global terminology management • Integration of translation and content management systems • Streamlined and simplified Approved Supply base for translation services • HP-trained statistical machine translation engines • Central shared service team for expertise in global business processes, content internationalization, and global content management.

12. The opportunity—what we did • HP Transformation program linkage • Office documents and print process • Marketing process • Product supply chain processes • Corporate functions’ processes • Business cases for each of the above for all of HP • Identifying specific initiatives/segment for execution • Identifying Translation as a common work stream across multiple program initiatives • Executive Council and CEO sponsorship • Governance structure

13. The opportunity—what we did (continued) • “Translation Transformation” • Combined expertise on Enterprise Translation Management and Global Procurement • HP Translation Policy • Change management • Executive mandate as needed • Rigorous measurement of savings • Quarterly review and reporting of results • Constant review of new and growth opportunities

14. 15% 37% 25% 5% 18% Organization 1--$$$ Organization 2--$$$ Organization 3--$$$ Organization 4--$$$ Organization 5 --$$$ Our business case Expected Translated Word Volume(Millions) Savings Opportunity Summary Accelerated adoption of centralized translation system will save $XXM per year by end of FY’XX Proposed adoption Projected HP Cost Reduction ($ M) Total: $$$$ Centralized volume growth Cost Avoidance Cost Reduction Projected HP Translation Spend ($ M) Projected Cost Savings by Business Organization ($ M) Projected spend at current rate Projected Cost Savings Projected spend at proposed adoption rate

15. Challenges ….Too many

16. Managing change • One of the most challenging tasks is the management of change • People don’t like change • Peoples’ roles and responsibilities will probably change • They may be concerned about losing control or ownership of processes or budget • They may be afraid of losing their jobs • They may feel that their skills are no longer valued • They may feel that they can no longer be creative • They may not believe you! • This month’s challenge: MT post-editing • Some translators really don’t like it • Remember 10 or so years ago? Folks didn’t like TM

17. HP Translation Program partnership Digital Strategy G11N Global procurement Globalization consulting ETMA management Setup and training of suppliers Analysis and setup of new business Manage supply chain Routing of translation purchases ETMA HP Transformation Program Measured savings Efficient processes PMO Linkage Stakeholder Relationships ETMA Infrastructure IT processes HP IT

18. More with less—constant challenge You know the story • Lower budgets • Less time • Fewer editors • Fewer in-house technical authors • More information • More content • More languages • More authors • More products • More acquisitions • More suppliers

19. Progress and success How are we doing?

20. eBusiness Pricing OM/Config Sales Mktg./Marcom Finance Supply Chain Partners Solution Content owners Content users BG & Region PSG APJ Tools & Process Business Rules Policies & Standards Operational Execution Product Data Management LA StructuredContent IPG Customer UnstructuredContent NA Offering Management EB EMEA Content Creators

21. Hills climbed and rivers crossed • Increased our WW Central ETMA throughput from 100M to >300M words/year • Most high-volume and medium-volume programs on board • Global Supply Base in place • Further optimization by Q4 2011 • Customized HP statistical MT engines in place • Machine Translation adoption started • Central ETMA technology in place, and continues to be improved.

22. ETMA translation memory matching plus translation TM-only translation process DTP Supplier delivers perfectly-translated content Linguistic Review Engineering hours ICR Supplier or CMS uploads content files to ETMA Project Mgmt ETMA identifies matches, terminology and “new words” Translator reviews matches and translates new words Supplier provides other project services

23. Translation memory matching plus machine translation service plus review TM+MT translation process DTP Linguistic Review Supplier delivers perfectly- translated content Engineering hours MT engine MT engine MT engine MT engine ICR Supplier or CMS uploads content to ETMA ETMA identifies matches, terminology and “new words” Project Mgmt Supplier provides other project services Translator reviews matches and machine translation “New words” go through machine translation

24. Translation memory matching plus machine translation only TM+MT only Content delivered directly back to HP. Content will not be perfect, but will be high-quality, low-cost translation MT engine MT engine MT engine MT engine Supplier or CMS uploads content to ETMA ETMA identifies matches, terminology and “new words” “New words” go through machine translation

25. Content types for MT—common language HP Globalization Team HP Transformation Program Team Supplier • Basis: style and grammatical structure • SC: Structured and Semi-structured content (example product data sheets) • UDC: Unstructured descriptive content (example Marketing campaign) • TC: Technical step by step content (example professionally written support knowledge) • USM: Unstructured social media content, customer feedback, (not written by professional authors) • S/UI: Software strings and user interface strings • LD: Legal documentation HP Global Procurement Stakeholder HP IT

26. If we wait for Perfect, we will never get anywhere. We advance a step at a time, and learn along the way.

27. How HP does it CMS ETMA Translator CMS/Publish 1 2 3 4 CMS user knows that customers need their own language, and triggers a translation job ETMA receives the translation job, matches the source content against translation memory (TM) , MT, and terminology Translator works on the job, reusing existing translation and applying HP’s preferred terminology Translations are stored back in ETMA TM and automatically sent back to the CMS to publish

28. On the edge of reason Or, what we cannot/must not do • Risk NPIs (New Product Introductions) • Slow down translation processes • Introduce inconsistencies • Divert resources from organizations who are focused on products and services • Dictate how, what, or where, HP provides local-language content

29. 3/3/0 6720s Warranty/3Y GblNextDy HE-NB/3ywty HWSup / CPd 3Y 4h 24x7 HE Wkst HW Supp 3y NxtBsDyOnsteTPC And we still have nightmares

30. What’s next?

31. Metrics Paradigm shift • Cost-per-word is the traditional metric for T&L cost and savings • Localization is usually considered an expense, not a differentiator • Alone, reducing cost-per-word is unlikely to attract Executive interest • Change focus to “what opportunities are we missing?” • How can localization lead to increased revenues? • What cost savings are we missing? • What could we be consolidating? • How are globalization costs tied to revenues? • Could our customers be happier? • Measure, measure, measure

32. Potential savings and benefits • Better positioning of products in global market • Content, products and services that feel local to the customer—improved brand loyalty • Faster time-to-market/time-to-value • More consistent global brand • Easier “self-solve” for support • Beating competition to market with important information • Re-use of content and translations • Reduced duplication of work • Less “human” time • Simplified project management • Consistency across lifecycle • Direct • Indirect

33. Helping partners to communicate their success Provide programs with regular reviews of progress

34. Keys for success • Everyone wins • It’s not just the central service who reports success • Provide the users of the central services with data and reports so that they can demonstrate their own achievements • Sometimes you need a mandate • You can’t expect individual teams to see or generate the benefits for entire company • You need a global vision and the means to carry it out • Executive sponsorship is essential • Partnership is vital

35. What’s next for us? • Globalization strategy • Use the knowledge we have gained strategically • Greater use of machine translation • For efficiency • To reach more customers in their own language • Instant if needed • Better processes • We know we may not reach perfection, but we listen, work hard, and try to improve every day • More pictures and sound, fewer words • Multimedia is global • Whatever we need to do as HP continues to grow globally • … and have fun doing it

36. Thank you! Any questions?