Intercultural Communication and Translation News

SDL (LSE: SDL), the leading provider of Global Information Management (GIM:  8.75, -0.02, -0.22%) solutions, announced today the launch of a worldwide language service provider (LSP) partner program. Modeled after the successful Idiom LSP Advantage Program, the SDL LSP partner program is designed to work closely with LSP partners who leverage SDL GIM technology to increase the value they provide their customers seeking cost-effective delivery of timely, relevant global content into local markets.

“Typically more than 90 percent of an international company’s source content has a global audience, yet due to the massive complexity of managing dynamic global content only 10 percent is actually translated,” said Mark Lancaster, CEO of SDL. “One of our main corporate goals at SDL is to provide joined up technology solutions across the translation supply chain. This means not only focusing on translation management systems, but also to enhance the value of our solutions, terminology management and desktop translation editors to provide more value to LSPs and translators. We aim to provide integrated solutions that offer seamless connectivity throughout the extended translation supply chain.”

Read more >> SDL 

Baidu.com, the largest Chinese Internet search service provider in China and even the world, officially rolled out on July 10 its online translation service to compete head-to-head with the well-received similar service that was launched by Google.

From Internet search to online advertising, now the two search giants once again are in direct competition in the online translation service sector.

The online translation service of the Chinese search service provider offers Chinese-to-English and English-to-Chinese translation and English dictionary. The service supports translation of 1,000 Chinese characters at most.

Read more >> Baidu 

It was a lofty idea: Formulate a British “statement of values” defining what it means to be British, much like the Declaration of Independence sets out the ideals that help explain what it means to be American.

Because of the peculiarities of its long history, Britain has in modern times never felt the need for such a statement. But in an era of decentralized government and citizens who tend to define themselves less by their similarities than by differences of region, ethnicity or religion, the government feels that the time is ripe for one.

The proposal, part of a package of British-pride-boosting measures announced last year, raised a host of tricky questions. What does it mean to be British? How do you express it in a country that believes self-promotion to be embarrassing? And how do you deal with a defining trait of the people you are trying to define – their habit of making fun of worthy government proposals?

Detractors spread the rumor that the government was looking, not for a considered statement, but for a snappy, pithy “Liberté, Egalité, Fraternité”-style slogan that it could plaster across government buildings in a kind of branding exercise.

Nor did it help when The Times of London cynically sponsored a British motto-writing contest for its readers.

The readers’ suggestions included “Dipso, Fatso, Bingo, Asbo, Tesco” (Asbo stands for “anti-social behavior order,” a law-enforcement tool, while Tesco is a ubiquitous supermarket chain); “One Mighty Empire, Slightly Used”; “We Apologize for the Inconvenience”; and – the choice favored by 20.9 percent of the readers – “No Motto, Please, We’re British.”

Read more >> IHT 

TRUST is the bedrock of business everywhere, but the sources from which it springs are different. In Japan, where reputation and relationships are considered precious, the informal cues are as important as the legalistic ones. Parties take their time discussing deals. Managers meet to exchange meishi—their all-important business cards (usually presented with two hands)—and bow respectfully. It helps to establish confidence.

So it was that when a handful of bankers from Lehman Brothers met executives of Marubeni, one of Japan’s largest trading houses, at Marubeni’s headquarters across from the Imperial Palace last autumn, they never suspected that they were actually being drawn into a massive fraud. The teams had met numerous times to discuss a bridge loan. Reams of paperwork were supplied. In a convoluted agreement, Lehman provided more than $350m in financing to a small firm with ties to Marubeni (and founded by a cousin of the empress of Japan); the trading house guaranteed repayment.

Read more >> The Economist 

Effective leadership styles in China is the subject of one of the four videos featuring professors from China Europe International Business School (CEIBS) in Shanghai.

The others deal with marketing in China, talent management in China and dealing with business dilemmas in China. Accompanied by case studies and an interview with Jack Ma, founder and chief executive of Alibaba.com, the recordings, which can be viewed on the Financial Times website, are accompanied by transcripts and recommendations for further reading.

Video 1: Professor Willem Burgers discusses marketing in China and how western multinationals can surprisingly learn much from Chinese companies’ innovative, counterintuitive and holistic approach to marketing in China.

Video 2: Professor Arthur Yeung discusses Talent Management in China and how the best employers – both Chinese companies and foreign multinationals – manage, recruit and retain people to win the talent war in China.

Video 3: Professor Henri-Claude de Bettignies discusses Cross Cultural Awareness and Dilemmas for Doing Business in China and looks at what expatriate managers can do to cope with the unique conflicts of interest they may face especially in China.

Video 4: Professor Juan Antonio Fernandez discusses Leadership for Success in China and shares insights from China-based CEOs on what leadership styles work well on the mainland.

Video 5: Jack Ma, founder and chief executive of Alibaba.com, shares his perspectives with Arthur Yeung, Philips chair professor of human resource management at CEIBS, on:

* How to overcome the challenges of starting a business in China
* His personal philosophy on managing people and discovering their “entrepreneurial spirit”
* What companies seeking entry into China should do to succeed

See the videos at >> The FT 

Had he been president of Indonesia, not France, Charles de Gaulle might have modified his famous saying about cheeses and asked how to govern a nation with over 700 different languages. The answer, as elsewhere in South-East Asia, was to impose a “national” tongue.

As the region’s countries became independent, most wanted their citizenry to speak the same indigenous language. But choosing an acceptable candidate sometimes proved difficult, laying the ground for “language wars” that still rage.

A new collection of essays* from the Singapore-based Institute of South-East Asian Studies (ISEAS) reviews the region’s struggles to build monolingual nations. Several themes emerge: first, globalisation is forcing governments to reconsider restrictions on daily use of English; second, with the economic rise of China, governments increasingly see their ethnic-Chinese populations as assets rather than threats; and third, democratisation and decentralisation may revive local and tribal languages. Each of these trends may undermine the quest for a unifying national language.

Read more >>  Language wars

CILT has been commissioned by the UK Commission for Employment and Skills to develop the UK cross-sector Qualification Strategy for languages, intercultural skills, interpreting and translation.

The purpose of the Qualification Strategy for Languages, Intercultural Skills, Translation and Interpreting is to create a system for qualifications and training provision that is highly relevant for both its sub-sectors and cross-sector applications in each and every UK nation. It has been developed to address the issues that were highlighted by employers in the labour market research project carried out since November 2007.

Languages and Intercultural skills are essential skills across all industrial, commercial, public service and voluntary activities. Languages and Intercultural skills form an important or an advantageous component of the overall skills make-up of a wide range of occupations. They also underpin the specialist skills required by the language service industry, which itself adds value to all sectors, namely translation, interpreting and language and intercultural skills training.

The Qualification Strategy will be applicable to all cross-sector applications of the languages and intercultural skills sector as well as all its sub-sectors – translation, interpreting, language training, teaching, intercultural skills training and consultancy.

The Qualification Strategy also applies to British Sign Language (BSL) and other sign languages and their application in the workplace.

The scope of our Qualification Strategy encompasses all UK provision from age 14 and the range includes vocational qualifications such as Scottish and National Vocational Qualifications, accredited Vocationally Related Qualifications in England , Wales and Northern Ireland as well as Higher Nationals Certificates and Diplomas in Scotland . It also incorporates higher level qualifications e.g. undergraduate (including Foundation Degrees in England and Wales ) and postgraduate programmes, as well as new lower levels qualifications for access and progression routes in intercultural skills

The Qualification Strategy also applies to a number of non-accredited vocational skills recognition programmes and training courses that are used by employers.

The consultation on the Strategy is open until Tuesday 29 July 2008 . CILT would love to hear your comments and opinions on the content of the strategy. The Strategy document and the research reports that underpin are available for download below.

> LMI Translation and Interpreting

> Draft Qualification Strategy

> LMI Languages and Intercultural Skills

The Middle East has been an important part of Earth since the earliest days of human existence: birthplace of civilization, the wheel and mathematics. It is home to the roots of three of the world’s great religions. The area is as important today as ever. The current Middle East is the center of some of the world’s largest and fastest-growing companies and economies, as well as numerous infrastructure, scientific, educational and business developments.

First, it is important to understand what exactly has happened in the region during recent years and the reinvention one might call Middle East 2.0. Most media coverage misses the real story of the region by a large gap. The real story is the massive change that economics and development have brought: construction, development and progress that are almost incomprehensible to those who have not seen it firsthand.

Read more > SFO 

It’s not a question of if, but when, every advisor will embrace the reality that the world is shrinking. Are you ready?

Globalization. We hear the term over and over nowadays yet it’s often hard to define succinctly because it encompasses myriad issues. At its core, globalization means to make worldwide, and as we know, virtually every industry—particularly financial services—is conducting business around the globe. As part of that financial services community, advisors—whether they’re attuned to it or not—are being touched more and more by globalization. Advisors’ failure to embrace and prepare for the ever-increasing changes that globalization will present to their businesses will ultimately determine their future success.

Read more >> Globalization 

It is not new that English is the global language for business. What is new, however, is the pace of globalization, which is making cross-border commerce, acquisitions, and exchange of best practices more common, and the need for English proficiency more vital throughout organizations.

In the past, large companies such as GE have designed proprietary e-learning tools to teach so-called business English across the global enterprise. The trouble with this approach is these programs tended to be expensive to develop, difficult to assess and inflexible—unable to adapt quickly to the constant addition of new terms, idioms and acronyms that constantly crop up in business English. “It’s a huge issue,” says Rodney Nelsestuen, a research director at TowerGroup, who adds that today’s business pace is so demanding, the push for efficiencies so intense, it’s simply not acceptable to slow things down with questions in mid sentence about language.

In response, companies are increasingly turning to a scalable, online solution from GlobalEnglish, a 10-year old, privately held company that now claims 450 clients among the Global 2000, including Citigroup, HSBC, BNP Paribas, ING, Finansbank in Turkey, Banco Bradesco in Brazil, Emirates Bank in the UAE and Raiffeisenbank Russia. “BNP Paribas has told us, ‘We’re not a French bank, we’re a global bank,’” says GlobalEnglish CEO Deepak Desai. “As they make purchases of banks in Poland, Czech, Romania and elsewhere in Eastern Europe, they need to use English. ‘Those people aren’t going to learn French,’ [BNP executives] tell us, ‘and we need to find a way to communicate and compete.’” Any bank making an acquisition or a series of acquisitions needs to be able to take best practices and push them across the enterprise, whether the employees are in Brazil or Korea, Desai argues. “You have to be able to explain it, and that has to be done in English.”

Read more >> BTN