Act 3: Reframing the Scene

What does the future hold?

Chances are, every person you ask this question will offer a different answer. And that’s as it should be (let’s leave the probable-words-in-a-sequence prediction to something else). The future will likely be composed of a multiplicity of parallel realities, much like a multi-colored glass vitrage.

Any discussion about the future comes with its share of responsibility. A responsibility toward ourselves, the teams we work in, and the communities we are involved in. A responsibility for those who come next — the next generation of talent that will be entering our industry.

When reading this closing section, ask yourselves: What are YOU doing to affect those around you positively?

Hello, dear reader. We are Belén and Marina, co-founders of the AI Localization Think Tank. We often reflect on the future of our industry and the transformations brought by AI. Although we view the world from quite different perspectives, we find we are of one mind. Belén is a philosopher who focuses on ethics. Marina is a scientist with a practical mindset. We both care about what’s going on in our industry. 

In this piece, we share our reflections on the future, how to reinvent yourself, and where the magic happens. What follows is an open exchange of thoughts between the two of us.

Belén: For a couple of years now, there has been a recurring conversation among industry peers, colleagues, and friends about what the future holds for us and our profession. We keep circling back to the same answer: We have no idea. Uncertainty can generate anxiety if you don’t know how to handle it, but it also brings a whole host of opportunities. 

Marina: Sure, we may not know where this is headed (although that in itself is a topic of debate), but that doesn’t mean you don’t have options. To seize these opportunities, we need three ingredients:

1. The knowledge of how to change and understanding what direction to take. This knowledge comes from being aware of what‘s happening, which isn‘t always easy amid all the hype and marketing jargon. One needs to make an effort to read the full research papers instead of an AI summary. Organizations should give their R&D teams (even if it‘s just a one-person team) the time to do this. More importantly, every employee must gain AI literacy through targeted training that addresses their specific use cases. Prioritize knowledge first; only then pursue profit.
2. The ability to change and the capacity to move quickly and adapt. Smaller and mid-sized companies often have an advantage because they can be more agile. In contrast, large organizations might be more conservative as they can‘t easily discard their existing tools and structures to start afresh. This was confirmed by a recent McKinsey report, which highlighted that many AI initiatives fail to deliver genuinely transformative results.
3. The means to change (including money, tools, and development teams). In this area, large players clearly have the upper hand. They have the budgets for R&D and the ability to build or acquire the necessary technology.

Belén: It’s nice to have options (this is a blatant understatement). I remember interviewing Aaron Bhugobaun (of CDSA fame) and asking him how to future-proof our work and whether he had a crystal ball. His answer was: “My crystal ball is my community.” So, to your three ingredients, Marina, I’d add a fourth one: Engage with peers, attend conferences, be part of the conversation, and actively contribute to shaping how our industry evolves. That was one of the brightest answers I’ve ever heard about how to prepare for the future. 

Marina: This is indeed one of the fastest ways to access practical information firsthand. Meeting with peers at conferences, learning about their challenges and successes, comparing those with our own, brainstorming unresolved issues — all of this helps us see the broad context.

But riddle me this: I can’t help feeling we’re all too aligned. We agree too much. We do mostly the same things. We’re cautious because business is at stake (or our jobs). Even innovation is often just a continuation of an existing tech trend dressed in new terms. Few companies dare to be truly disruptive, shake everything up, challenge the narrative, and force the rest to rethink everything. We discuss the big picture but rarely wade into the deep details. 

Take, for example, the phrase “human in the loop.” It’s vague, overused, and nearly meaningless, like the endless loop it refers to. Rarely is the real question asked: Where in that loop do we (want to) have the human?

Are they at the end as inspectors of machine errors, accountable for any issue that may slip through? Or are they at the beginning as AI linguistics specialists curating data and working closely with models? Or perhaps somewhere in the middle, as prompt designers and data analysts? The truth is, it’s not really a loop. It’s a line. An assembly line. And the further down the line the humans appear, the more mechanical and devalued their role seems to be.

Yet we keep using the phrase “human in the loop” without questioning the exact position of the human there when this is what truly matters.

Belén: We clearly should be asking a lot more “Why” and “How” type questions. I think it starts with the Where part, though.

For example, since that eye-opening conversation with Aaron (whom I credit massively), I have attended more events than I can count: Translating Europe Forum, Languages & The Media, GALA, LocWorld, Game Quality Forum, several Women in Localization events, and probably a few more that I’m forgetting. 

I wholeheartedly subscribe to the idea that being part of a community can be a springboard to finding a way. Yet despite the clear benefits of attending events, conferences and localization associations are witnessing a decline in attendance, reduced engagement, and a decrease in membership and volunteer numbers. What is going on? Are we in the middle of an existential crisis? Are our budgets drying up? Are we just plain old tired? Even the people organizing the conferences don’t seem to know the answer and are seeking guidance from the community. While I don’t have a clear answer, I have my suspicions. There is one element that is sometimes missing, and that is the concept of a safe space and the possibility of being vulnerable. 

Marina: I think one reason is financial. Conferences are business enterprises, and many charge high attendance fees. Some companies can’t afford them due to financial pressure (diminishing margins and budgets growing thin), never mind that we’re failing to attract people outside of the industry or students due to how pricey these events are. For those who can go, there’s pressure to ensure a return on investment, which often means focusing on business, not vulnerability. You don’t win clients by openly sharing your problems and struggles. This is me holding up a mirror to you, dear Belén.

One way to change this is to shift the purpose of conferences to become spaces for sharing and gaining knowledge, not platforms for showcasing success or attracting new clients. As I mentioned before, this requires prioritizing knowledge over immediate profit.

Belén: There is no real connection and no real community unless we can be ourselves. To be able to admit that we don’t know, be humble, and maybe share some of our struggles. In a world of posturing, we need authenticity. We need good intentions, empathy, and kindness. 

Some will say, “Business is business.” Well, I rebel against that. If we want our business to continue thriving, we need to collaborate. We need to altruistically share what we know more often, expecting nothing in return. We need to have open conversations and support each other. It doesn’t matter if we work in different companies, even if we are competitors. People who love language haven’t entered this field because they love the money. The mission is bigger. We are here to make the world a more connected, accessible, and inclusive place. Some might call me naïve or romantic for thinking this way. 

You know what? I’m done being cynical. Let’s do this together. Community building and engaging don’t need to happen only at the usual events.

Marina: From words to action, just how I like it! And that’s part of what motivated us to create the AI Localization Think Tank, an informal, community-oriented, and non-commercial group, where people in our field can exchange ideas and ask questions without pressure. It‘s still evolving, but it gives us a way to stay curious, learn together, and better manage the changes we’re experiencing.

Read the full 132-page Global Ambitions: (R)Evolution in Motion publication featuring vital perspectives from 31 industry leaders on the ongoing AI-spurred (r)evolution.

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