3. Streamlined processes, multiple roles and multi-level supervision (a.k.a. centralized governance)
As pharmas are embracing the two tendencies we’ve just described, naturally, they have a lot to worry about. The main point of concern seems to be, as discussed above, maintaining a consistent strategy throughout regions in question. Localization is just a part of this wider picture, and life sciences companies want to be able to assume you – as an agency – are familiar with this wider picture.
Once they realize most agencies can’t be on the same page with the rest of the content supply chain unless given clear directions, they start centralizing the governance. Many of them are already past this realization: according to recent research, 72% of leading enterprises are exerting minute centralized control over the content production (localization), whereas 58% of the self-aware “mainstream” are following in this same direction.
Those who direct and supervise the processes go by different names depending on the organization – regional, product, brand managers, or more exotic-sounding names – but the agency is expected to become integrated into the general process and collaborate closely.
This would be nothing but bureaucracy if there wasn’t a common workspace for all parties involved into content creation. If you address the statistics, content internationalization strategies appear to be mostly about “central tech infrastructure”, with 60% most successful businesses giving this sort of investment a priority. So – agencies may start to expect working on a common platform with multilevel approvers and flexible communication around the content.