Archive | May, 2013

08 Internal audit – our strengths

22 May

IMG_3358 best cropped to 320 x 200 shortWe are now into the home straight, the place where we start dealing with solutions and strategies.  But before we get to that, we need to complete the internal audit and identify our strengths.  When it comes to languages and translation, there are none so confident as translators!  However, when it comes to talking about being successful commercially, many among us start looking uneasy, nervous and confused.

Let’s hope we can change that.  One of the problems I encountered when running workshops on technical commercial issues associated with being a free-lance or independent professional, is that there is great variation in the levels of knowledge and understanding between individual translators.  Some are way up there and even do their own accounting, whereas others have only the vaguest of ideas about the basics.

Whilst a major drawback for the latter on an individual level; and probably one reason why some qualified professional translators continue to work for agencies offering a pittance; the enormous variety of backgrounds, knowledge and experience available within the profession as a whole, can be an enormous resource.  Having said that, I have also noticed that we are not very good at marshalling this resource.  Long periods of working alone, seems to reduce confidence of many who could make an enormous contribution to the profession.

Perhaps the fear of criticism, as opposed to the confidence born of the ignorance on the part of those who are less than properly qualified, may discourage those who have a positive contribution to make.  Be that as it may, I know from experience that there is a great deal of knowledge and talent among professional translators.  Here are some of the positives that I am aware of an may be able to be used to our common advantage:

  1. Most professional translators have (and must have in my view) at least a Bachelor degree or equivalent from a reputable university, either in translating or any other discipline, together with more than 5 years of experience.  Many, like myself, have a Master’s degree , and I know there are quite a number among us who have a PhD.
    So we are not going to be short of intelligence or knowledge if we are prepared to work together to achieve our objectives;
  2. Having a tertiary education is not the ‘be all and end all’, of course, but it will draw a clear line in the sand that every lay person (read: potential client) understands, and it will clearly differentiate us from a great many dubious entrants into the sector, attracted by agencies and auction sites like ProZ et al;
  3. Also like myself, many of us have come to the translation profession later in life, after a career in either a different or a related field, and can contribute practical knowledge of experience where required;
  4. Almost all of us are very comfortable with computers, software and the internet, and we are very connected with all parts of the world and each other.  I would be surprised if we cannot do most of what needs to be done to restore our profession to a place that fulfils our professional aspirations without much outside help;
  5. We are competent communicators and know how to put together a promotional page or brochure when we need one.  We understand and know how to research and explain concepts;
  6. Since we are self-employed, we have the freedom to conduct our professional life as we see fit, at least within the boundaries of what is ethically acceptable and professionally responsible.  We do not have to sell it to any superiors, we can just go ahead and do it;

Now, I did not say that it is going to be easy, so when we start working on objectives and strategies, we must bear all the foregoing in mind

Moreover, few of us, myself included, are going to make an enormous effort for the ‘greater good’ if every Dick, Tom and Harry is going to be able to just walk in and take advantage of it; or worse, attack it because of ignorance or because of a vested interest in seeing us fail.
We cannot and must not allow any infiltration by those outside the profession.  The reasons will be discussed in confidence later.

It is clear therefore, that before we start developing short and long-term objectives and the strategies for achieving them, we must close the doors, post a bouncer, and only admit those who qualify.  This is where the rubber hits the road.

My suggestion is that we start simply, with an internet site exclusively for the listing of qualified (later certified), experienced professional translators, who are able to handle projects competently and professionally by themselves.  It must not be used for any other purpose than to provide a platform for potential clients to find and choose a suitable professional in the knowledge that he or she will be in good hands.  The site should have no commercial purpose, and given enough participants, individual costs should be minimal.

Each page should be uniform and simple, providing basic information such as a head shot (photograph rather than a bullet) to make it more personal, and the bare essentials to determine whether the professional concerned specialises in the languages and specialisations that fit a potential client’s needs.  As I have said elsewhere, there should be no e-mail address or other contact details, because they will be stripped out and used by agencies and advertisers to bulk mail.
That would put us back to square one, blind auctions of agency jobs!

The site should only provide a link to the personal URL of the individual chosen.  The potential client can take it from there, in the knowledge that he or she will be dealing with a ‘professional’. In doing it this way, we will be building a database of professional colleagues in a closed environment, and we can build our objectives and strategies amongst ourselves as we go forward, without having others looking over our shoulders.  Moreover, we will start getting the benefits from the site whilst we build it and develop the strategies to promote it.

When, individuals wish to link up with colleagues down the road, to form partnerships, groups or other arrangements to strengthen their commercial success, there will be a ready supply of vetted colleagues to choose from.  There will also be the opportunity of selecting colleagues for ad hoc collaboration, such as proof reading or getting a second opinion, etc.

Paradoxically, the one thing that is likely to complicate things is languages.  If we do not work in cohorts of, say English speakers, Spanish speakers, and perhaps others down the track, it is going to be very difficult to create order and unity to move forward.

However, before we can do anything, we must decide the requirements for being admitted to the profession (and the group).  We cannot afford to have anyone listed who is unable to deliver a project within his or her area of expertise, in a professional manner, meeting the standards that we consider desirable.  We will be condemned immediately and ‘en masse’, if one of us lets the side down, particularly as we start to promote the site.

It seems to me therefore that we are going to need a simple code of conduct that we can start out with, simply outlining the how to respond to an enquiry, how to cost and price the service requested, how and what to deliver and how to invoice, for example.

I have been working on such a code for a while, more on that after we closed the door to outsiders.  I look forward to hearing from you whether you are happy to proceed on this basis, or whether you propose an alternative.

More in 09

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07 Internal audit – Our main weaknesses

21 May

IMG_3358 best cropped to 320 x 200 shortOK, the mission:

The translation profession’s mission is to differentiate itself from the translation ‘industry’ (agencies, brokers, intermediaries and paraprofessional translators), and establish world-wide recognition as Certified Practising/Professional Translators (CPTs), working independently or in professional practices/partnerships, providing reliable, high-quality language translation services and associated professional advice.

As I said in the previous post: to be successful, we must exploit our strengths and work to reduce, if not eliminate, our weaknesses.  Common sense.  So let us start with looking at the weaknesses we have that may impede our path to success.

As our colleague Jose Ribeiro pointed out, and I am sure he meant it in the best possible way, “freelance Translators would be ‘one-man-organizations’ if they had the skills of translators, IT experts, Finance Managers, Marketing wizards, DTP experts and some others, besides the ability to multi-task different projects and manage them successfully”.  

There are lots of weaknesses to choose from…

He makes a very valid point that I will get back to.  However, professional translators are not organisations or business, they are individual, self-employed professionals.  My doctor or dentist, and even my accountant, do not have any or all of those skills either, that is why they operate as self-employed professionals or buy into a small professional practice (partnership), and are not CEOs of large companies or organisations.  If we are to get anywhere, we too, must understand that we are not ‘businesses’, but self-employed professionals, a very different animal, even if there are some similarities.

Business is a general term used for describing commercial activity.
However, there are many types and classes of commercial activity, e.g. ‘manufacturing’ and ‘trading’ come to mind in this context.  Being an independent, self-employed professional is a very specific commercial activity, with very specific characteristics, ethics and responsibilities. It is usually well-remunerated (though not always as we know to our cost), because of the burden of responsibility they usually carry, the early and ongoing training and education required, and the high standards of ethical conduct to which they are held, the key ingredient for generating the necessary trust required to do things well.

So, back to our weaknesses as they relate to professional success (or, indeed, the lack thereof):

  1. Most professions have a clear and obvious career path, including training and education, mentoring requirements, rules against incorporating to limit personal liability, etc., which tends to produce a fairly homogeneous group of people. Internationally, their language may differ, but their levels and type of training will be very similar.  Within one country, where everybody speaks the same language, this makes it reasonably easy to put together professional associations and institutes to protect and advance the interests of the profession as a whole and its members individually.  After all, they probably even think the same way!  However, I do not have to tell you what an eclectic lot translators are; and because our profession makes it almost mandatory to operate internationally, it is a true tower of Babel as far as individuals are concerned.  In short, the very difference of backgrounds, education and training, cultural diversity and economic environments, puts ‘organizing translators’ on a par with ‘herding cats’;  I know, because I have tried it within our institute in Australia.
  2. Because most translators do not follow a career path that includes a period of mentoring by experienced, certified practitioners, such a ‘clerking’ in the case of graduate lawyers and 2 years of ‘slavery’ for a registered CPA whilst attending professional development classes in the evenings before being admitted to the accounting profession, few among us find out how to deal with the commercial aspects of being an independent professional.  Think about marketing, costing, pricing, billing, accounting, forming partnerships, computers, software, taxes, insurance, PD, etc. ad infinitum, all of which lawyers and accountants see at close quarters whilst learning the ropes as ‘trainees’. This probably goes a long way to explaining what Jose pointed out so elegantly above.  Whilst explaining it does not fix the problem, it at least identifies it as a weakness, so that we can develop the strategies to overcome it.  I have run workshops for colleagues here in Australia, so I have some idea about what the challenges are.  More about the solutions and strategies in the step after the internal audit (knowledge and understanding before judgement).
  3. No doubt the frequent absence of commercial skills among professional translators is also partly responsible for how the profession has been subordinated by intermediaries. In the absence of a well-defined, visible  profession made up of certified individuals, the intermediaries have created a value chain that effectively locks translators into a very weak position commercially, i.e. at the end of the value chain, which is always the weakest position.  I regard this situation as the most serious of our weaknesses, i.e. the status quo in the market for translation services, and where it appears to be headed, i.e. ‘into the toilet’.  In other words, we are way behind the eight-ball and not only need to get out of this value chain as it is slowly collapsing the profession, we also need to build an identifiable professional profile (like a CPA) to inspire confidence in potential clients and to make the good ones think twice about using cheap/unqualified translators or intermediaries.  Of course, we could continue to fight with the intermediaries/agencies for a fair slice of the cake from the position we are in now, but that reminds me of  ‘The Ingenious Gentleman Don Quixote of La Mancha’ and his faithful assistant Sancho Panza  😦
  4. Because of the state of the profession (as part of the aforementioned value chain), professional translators have had to lower their aspirations, so there is little money available to make the changes necessary to recover from the disaster it is today.  However, in terms of creating perceptions and professional status-building, money generally provides little more that a shortening of the time-frames, e.g. with advertising, promotion, PR, etc., you can get to your objective quicker.  Since we do not have the money, time will have to be our weapon of choice, so we will need to adopt long, rather than short-term term objectives and strategies for achieving them, and be patient but persistent.
    Not everybody’s cup of tea I am afraid, but reality is a hard task master.
  5. Because of the aforementioned diversity among members of our profession, and the general lack of knowledge and training in commercial and strategic matters, it will also be slower and more difficult to agree on strategies and objectives.  In my own experience within our professional institute, I have found that few of the strategies I have proposed from time-to-time, have been acted upon.  In analyzing why this has been the case, I have come to the conclusion that when people do not fully understand something, they are reluctant to act on it.  Decision-making also takes courage, and like most things we are afraid of at first, the more you do it, the easier it gets. In general terms, translators are probably not the most experienced decision-makers one might meet everyday.  So we will experience the same problem, at least to some extent.
    I regard it as the current we have to row against, so we’ll just have to pull that little bit harder.

  6. One more weakness that I have already touched upon, is the ‘variable’ quality and lack of effectiveness of our professional institutes and associations.
    It will be self-evident to everyone, that an institute of management consultants or company directors would do better than an institute of ballet dancers or translators, particularly if managed by volunteers from their respective professions (don’t put any money on it, I know it is not always true).  In my case in Australia, this is exacerbated by the fact that we have a mixture of professional and para-professional members in our institute.  The former want to lift the profile of their profession to achieve better recognition along the lines that we are working on, whereas the latter are looking to unionize in order to extract better ‘wages’ from the handful of agencies they work for.  A cart with a horse before it pulling one way, and a horse at the back pulling in the opposite direction.  This only works if you want ‘draw and quarter someone’ like in the ‘good old days’.  We face the same problem, but there are solutions I will  discuss later. Bear in mind that we will be judged by the lowest common denominator; and, last but not least,
  7. The willingness of some colleagues to be treated as casual, semi-skilled labour.  It reinforces the exact opposite of what we need to achieve.  I know this is a tough one, but here too, there are strategies we can use to initially improve things, and to move to a more desirable position in the long run.  Working for a discounted fee is one thing, but doffing your cap and pulling your forelock in humble gratitude sends the wrong signal.

As with the previous posts, I have focused on the main, generally-known and critical issues.  It is not a detailed, academic study, but a practical analysis for the purpose of developing appropriate, broad strategies, so any sensible input is welcome.

Next, I will deal with our strengths, and you will be surprised at what we generally ‘hide under a bushel’ for some reason.  Perhaps one of our traits is modesty and reserve 🙂  Nothing wrong with that in a professional person, but we also need to be practical and look to our own future.

More in 08

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06 External audit – Opportunities

19 May

IMG_3358 best cropped to 320 x 200 short(Always) remember the mission, i.e. the mission for the translation ‘profession’, not for a commercial group, or a professional practice, or individual translator.  That will come later, based on the general principles, framework and strategic plan developed for the ‘profession’ as a whole.

The translation profession’s mission is to differentiate itself from the translation ‘industry’ (agencies, brokers, intermediaries and paraprofessional translators), and establish world-wide recognition as Certified Practising/Professional Translators (CPTs), working independently or in professional practices, providing reliable, high-quality language translation services and associated professional advice.

OK, it is easier to identify problems than opportunities, because the former tend to get our attention when they cause difficulties, annoyance and frustration, whereas opportunities are not always obvious to everyone.

There is, and always will be, a role for competent, professional agencies to manage large translation projects of a basic nature, i.e. a project management role.  However, there will be a number of obvious advantages in cutting out intermediaries who do not add value, particularly for a translation between two particular languages or within a related group of languages handled by a professional translation practice specializing in these languages.

The rising number of intermediaries entering the market obviously includes opportunists that have little or no professional, language or translation skills, and are competing for business only on price, and the promise of almost instantaneous delivery.  Their claims are often misleading, and rely on the ignorance of potential clients and aspiring or unqualified free-lancers, to capture part of the rapidly expanding demand for translation services.

Any translator who has been approached  by such ‘LSPs’ will be aware of the increasingly ridiculous delivery time-lines that are specified, and paradoxically, the sharply declining rates that are offered to meet these deadlines.  They will also be aware of the effect this is having on the ability of well-established and experienced professional agencies and qualified translators, to compete with them.

I have frequently listened, at first sceptically I admit, to what is clearly the genuine lament of very professional agency clients who were formerly happy to pay my very reasonable rates, when they told me that they can no longer afford to do so because of the ‘competitive situation’ in the ‘market’.

These developments inevitably lead to the hiring of often inexperienced or unqualified translators, and as a consequence, to failures in terms of delivery and quality.  I hope and expect that this will result in a growing realization on the part of potential clients, that using intermediaries other than professional agencies to handle professional services, is increasingly fraught with considerable risk.  The situation is not helped by well-qualified colleagues lowering their rates to unsustainable levels, thus prolonging and exacerbating the problem.
I know you have to eat, but not just today.  What about next year?

Some of the main external opportunities for differentiating ourselves from the industry, therefore, are:

  1. to make potential clients aware that these risks can be reduced if not eliminated altogether, by using the advice and the skills of a properly qualified, accredited and experienced ‘professional’ translator for a specific task;
  2. to point out the advantages that can be derived from direct contact between the client and the professional handling the translation, which is likely to ensure a much better understanding of the client’s needs, leading to better outcomes;
  3. to demonstrate the potential for a substantial reduction in immediate costs by eliminating the intermediary, who has overheads, sales and marketing expenses, as well as the need to make a profit;
  4. to point to an improvement in delivery time-lines by eliminating double-handling, as well as the opportunity to deliver files as they are completed, rather than waiting until the entire project has been completed (and reassembled when using multiple translators to meet an irrational promise of an almost impossible delivery deadline).
    I rarely find that a direct client is in a great hurry, other then lawyers, of course :-);
  5. to provide a client with a direct, professional warranty in respect of quality and reliability;
  6. to get to know the client’s business and therefore to provide a style of writing that is closely aligned to the client’s corporate image; and,
  7. to develop a relationship with a professional translator who is able to assist with advice, recommendations for languages and material he or she is not qualified to handle.
    After all, entry into a foreign market is rarely a one-off event.  It takes time and effort to succeed in a foreign market, and having a professional language expert on your side is an enormous help with advice on both language and cultural issues.

Given a good bottle of red (for inspirational purposes only you understand), I am sure that I and a few close colleagues could come up with more opportunities to market the advantages of using translation professionals rather than intermediaries, and I hope some of you will contribute to the above list by responding to this post.

We need to collect and assemble these advantages in a well-prepared document, on a/our websites, and promote them at every opportunity.

However, none of this is going to be of any use whatsoever to our cause, if a potential client cannot distinguish between a properly qualified, accredited and experienced translator, and anyone else out there making a series of dubious if not downright fraudulent claims in this regard.  Particularly also, if some of our professional colleagues keep accepting work at a pauper’s wage instead of offering their services at a fee that properly reflects their education, training and experience.  It is also clear that professional translators must collaborate with colleagues or establish professional practices to handle larger projects and different languages.

Ergo, for qualified, accredited and experienced translators to succeed in this rapidly failing market, we must differentiate ourselves from the rest (i.e. when it hits the fan, we must make sure that we are in a different room :-).  Before we work on how best to do this (short-term and long-term objectives and the strategies for achieving them) we must complete our SWOT/TOWS analysis, i.e. the identification of our own (internal) weaknesses and strengths.

To be successful, we must exploit our strengths and work to reduce, if not eliminate, our weaknesses.

In my next blog, I will try and list what I regard as our greatest weaknesses (get the bad news out of the way first!).  (07)

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05 Internal and external audit (SWOT/TOWS)

12 May

IMG_3358 best cropped to 320 x 200 shortBefore we go on, remember the mission, i.e. the mission for the translation ‘profession’, not for a commercial group, or a professional practice, or an individual translator.  That will come later, based on the general principles, framework and strategic plan developed for the ‘profession’ as a whole.

The translation profession’s mission is to differentiate itself from the translation ‘industry’ (agencies, brokers, intermediaries and paraprofessional translators), and establish world-wide recognition as Certified Practising/Professional Translators (CPTs), working independently or in professional practices, providing reliable, high-quality language translation services and associated professional advice.

The development of a strategic plan must be based on a foundation of knowledge about ourselves and our commercial environment.  The less knowledge we have, the less reliable will be the strategies.  Indeed, one of the factors that is having a negative impact on the fortunes of translators (particularly new graduate entrants), is a lack of knowledge about how to build a ‘successful professional practice’, their ‘market’ and their ‘clients’, because the intermediaries have been very successful in inserting themselves between the translator and the end client. Some will argue that they filled the vacuum left by translators as demand exploded.

This problem has been  exacerbated by the rise of the Internet and blind auction sites like ProZ, where the translator does not get any market feedback or a feel for  the prices offered by his or her ‘competitors’ (known as valued colleagues in the profession), whereas the intermediaries do.

In short, the intermediaries have successfully established a product chain they tightly control with a structure they have put in place for exactly that purpose.  In other words, a structure that serves their purposes at the expense of the translators.  Look at any tightly controlled product chain you like, and then look at the prosperity of the party at the end of the chain who supplies the product, or does the work (in the case of a service).  It is rarely a pretty picture, which is why independent professionals (other than most translators it seems), will do anything they can to avoid getting locked into such a supply chain.

I obviously don’t have the time or the resources to conduct an in-depth audit and analysis of both the market for translation services and its players, or the strength and weaknesses of the ‘profession’ and its members, but I think we know enough to draw the conclusions we need to develop a strategic plan.

Internal and external audits (SWOT or TOWS) are the technical steps in the process of developing a strategic plan, and they are generally followed by weighting the results of this process.  These are then put into a matrix to identify the most serious risks and the best opportunities, together with some complicated mathematics to define the level of confidence for a course of action.  However, in the absence of a structured, comprehensive and detailed analysis, this is clearly beyond the scope of this exercise for the time being.  So let’s try and do the best we can for the moment, and perhaps tighten things up as we go along.

Let’s start with the external audit, i.e. the Threats and Opportunities in our external environment such as the market for language services, the competition from intermediaries and para-professionals, regulations and technical constraints, etc., before we deal with the Weaknesses and Strengths of our profession as a whole.  I’ll start with the external Threats that I am aware of (please let me know if I have missed any threats that are crucial to this dissertation):

External threats:

  • Surely the most serious threat to the translation ‘profession’, is the increasing dominance of the market for translation services by agencies, brokers and assorted middlemen, carpetbaggers and opportunists (i.e. intermediaries);
  • The dominance in the market by the intermediaries has resulted in a significant imbalance of market power in their favour, which is exploited to erode the position and power of the profession to force down the fees paid to the translators who are doing the work (the primary cost factor of an intermediary).  They would be silly if they didn’t!;
  • Largely as a consequence of the overwhelming market power of the intermediaries and the way they operate to secure and maintain their market dominance, they are able to manipulate the supply-side of the equation and encourage entry into the ‘profession’ of para-professional translators, fraudsters, etc., thus further encouraging the perception on the part of potential clients that translators are a minor cog in their big wheel;
  • Also as a consequence of this proliferation of LSPs and para-professionals, the end clients are finding it more-and-more difficult to distinguish the ‘profession’ from the rest, and will (often) mistakenly assume that relying on an ‘agency’ to sort the grain from the chaff, is the only way to manage their requirements and associated risks.
    The intermediaries, of course, have no interest in correcting this assumption on the part of a potential client, indeed they will no doubt actively promote it, warning the potential client about the risks of contracting (the wrong) translators directly, or seeking a second opinion from other, ‘less professional’ agencies;
  • The longer this situation is allowed to exist, the more pervasive it will become; and even though there is likely to be a shake-out at some stage; the more entrenched the system will become;
  • The perception, and to some extent the reality, of MT, and the impact it is having on translation services in a broad sense.  The most pernicious effect is the implicit and often explicit suggestion that the role of translators is rapidly diminishing and may ultimately become redundant.  More about this under ‘opportunities; and last but not least,
  • The duplicitous role played by governments, to whom some of my more naive colleagues sometimes turn for help.  Governments are often the main beneficiaries of the declining fortunes of our profession!  In Australia, the government long ago set up a company (owned by both the Commonwealth and the state governments) ‘to set minimum standards for persons wishing to enter the profession’ (a requirement for doing government-related work).  A barrier to entry into the profession that should be welcomed by everyone, but for the real, underlying objective.  The real objective is manipulation the supply-side of the equation for a positive outcome for the owners of the company, to wit, the various governments mentioned.  The predictable outcome has been to provide a large (and a cheap) pool of translators and interpreters for the government agencies to draw on when needed (many with very rudimentary training, education or skills).  This, in addition to channelling the hiring of particularly interpreters for government-related services through agencies using a tendering process, has resulted in a remuneration structure for the persons providing the services, that is little better than that of the lollipop lady at the school crossing.I note that the British government has enthusiastically copied the system last year, resulting in predictable chaos in the provision of interpreting services to courts and other government agencies in that country.  I have little or no doubt that they received pertinent advice from Australia.  Anyone acting in this manner in the private sector, would, of course, be subjected to severe penalties if not jail time.

So much for the at least the major threats that I can think of at the moment.  No doubt there are others, and I will be happy to add any that are relevant.
Next week I will deal with the opportunities for the profession, and after that the Weaknesses and Strengths that we have and must reduce and exploit respectively, if we want to improve our lot.

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04 The mission of the translation ‘profession’

2 May

IMG_3358 best cropped to 320 x 200 shortYou will remember from my previous blog: that “my personal vision is for professional translators to achieve the recognition and rewards that a CPA enjoys today (i.e. CPT – Certified Practising or Professional Translator).
I imagine having a small professional practice with possibly one, two or three highly motivated, well-educated and experienced partners and one or two support people, together with a new entrant into the profession being mentored in a professional environment (and perhaps a few professional, free-lance associates).”

If this is a generally acceptable vision of a basic professional practice among translators, as I believe it is from what I hear from colleagues, then what does the profession as a whole need to do to enable the realisation of this vision?  In other words, what will be the mission we have to accomplish together to achieve this outcome or something resembling it, and arrest the decline of the profession.

Perhaps I can put it as follows (improvements welcomed):

The translation profession’s mission is to clearly differentiate itself from the translation ‘industry’ (agencies, brokers, intermediaries and paraprofessional translators), and establish world-wide recognition as Certified Practising Translators (CPT), working independently or in professional practices, providing reliable, high-quality language translation services and associated professional advice.

If successful, I would expect that some governments will eventually move to protect their citizens from unqualified language services providers by officially recognising their national chapter of CPTs as the only professionals permitted to certify translations.

Differentiation from the ‘industry’ means that we must establish ourselves as a proper, recognisable profession and start acting and performing as professionals.  Where the opportunity presents itself, we must make it clear to potential clients and the public generally, that language services provided by anyone other than a CPT, or a practice owned and controlled by CPTs may be inaccurate, unreliable and/or lacking in linguistic/cultural finesse.

In practical terms, it means that we will have to do things like:

  • setting up an international professional institute/association with a certification system controlled by peers.  This is a technical issue for a later stage.  This can initially be just be a confidential database of qualified translators interested in becoming members, using some basic but very strict criteria;
  • establishing and accepting a strict code of ethics, that we make public and promote world-wide.  A code of ethics that the client can confidently rely upon because we strictly enforce it by disciplining members who breach the code;
  • establishing basic operational practices (a code of conduct) including such rules as not offering our services in blind auctions like ProZ, by bidding against each other, but instead offering our services on the basis of requesting the documents for (confidential) analysis, and only then providing a fee estimate and a delivery time-line. (rates are only used for internal costing and are never publicised)
  • not ‘applying’ for free-lance/casual worker status with non-professional agencies by filling out their ‘application forms and singing their contracts of adhesion.  Those who do not wish to establish a professional practice can establish a free-lance professional relationship with a professional practice or several practices as a free-lance associate;
  • Having a website with our own URL, compliant with agreed professional standards set by the institute/association;
  • providing a (standardised) list of our terms and conditions of service;
  • creating a standardised NDA of our own and rejecting any NDA from clients or agencies in their stead;

There is a lot more we can and must do to clearly identify and differentiate our professional status and our independence from the ‘industry’ and paraprofessional translators, but the details are for the time when we start dealing with policy.
However, it is useful to give a general indication of what is required to present a professional profile, so that those who may have difficulty meeting them, will not waste their time and ours in trying to join a profession that does not suit them.

There will be those (usually unqualified), who will loudly proclaim that this is all nonsense and will never work (the easy cop-out).  That we are just running a business like any other and that we “should get out of the kitchen of we can’t stand the heat”, etc.
To them I say this: I have been a CEO for more than 25 years of 4 different companies and organisations (including an producer association), and I know the difference between a business and a professional practice.  They are very different, and failing to understand this is part of the problem.

I also happen to have an MBA and my graduation dissertation dealt with the strategic issues faced by the above-mentioned producer association who faced a dilemma that was different, but not dissimilar to ours, i.e. being part of a product chain dominated by a few large companies who controlled the producers with a contract of adhesion.

The basic framework I am using for discussing the various steps involved in achieving our aims, is a proven strategic planning tool developed by Professor Michael Porter from the Harvard Business School.  So I’m not just stumbling around in the dark 🙂

The steps follow a specific and logical order to ensure a successful outcome:

  1. articulating a vision;
  2. formulating a mission statement of how we plan to realise the vision;
  3. a SWOT analysis (internal and external audit);
  4. establishing long term objectives (longer than one year);
  5. establishing policies and annual objectives (shorter than one year);
  6. allocating resources such as budgets and people;
  7. measuring and evaluating performance/outcomes.
  8. Review and adjustment

In my experience, a lot of strategic planning fails because those doing the planning (particularly committees) do not have the skills or training they need; they leave out some of the steps, or start in the wrong place.  As a result, they keep going around in circles or wind up in a dead end.  Indeed, not having a clear (articulated and agreed) vision of what is to be achieved, is often the primary cause of a plan failing in its early stages.
If you don’t know where you are going…………

The SWOT will be the hard part, involving a lot of guesswork in the absence of reliable information.  Any help in this respect would be welcome.

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