Right hand and left hand in localization

When was the last time upper management was more enthusiastic about localization than you were ready for? Would you like to have that problem? Are you sure?

A colleague at a very large IT company wrote me that he started as localization manager four months ago, with the direction-from-above of taking his division's products into 5-7 languages this year and twice as many in the next couple of years. Who wouldn't want a charter like that? Most of us would sell our souls to Voldemort for it.

He's discovering to his dismay that most of the software hasn't been internationalized - lots of UI still embedded in code - which will drag out the timeline quite a bit. Instead of managing localization process, he'll spend the foreseeable future managing architecture, internationalization and product. He was ready to jump on the localization horse and ride it into the sunset, but is now finding out that the horse hasn't been born yet. It's parents have barely met, for that matter.

That's the result of the right hand not knowing what the left hand is doing: the right hand promises, and the left hand has to deliver. It's not uncommon in most organizations, but in this case it's overseas offices and customers who will suffer, as if they weren't already marginalized enough.

My colleague laments, "This isn't the 9-to-5 job I was expecting."

As if.