“Let’s start a pilot to do this.”
A phrase that we often use in customer projects – be it with the introduction of machine translation, AI-supported translation processes, terminology management or a new translation management system.
And for a good reason: before a new technology or process is rolled out throughout the company, it should first be tested on a small scale whether the solution works in daily business, whether the later users can cope with it and which stumbling blocks become visible.
This is exactly what a pilot should do: gain experience, identify risks early and create a sound basis for the next steps.
At least in theory
In practice, however, we always see the opposite. The pilot starts with a lot of motivation, but often doesn’t really start off.
Meetings are moved. Open questions remain unanswered. Decisions are postponed. The pilot continues to run without a clear understanding when it should actually be completed.
It is not uncommon for the project to end with the conclusion: “We currently have other priorities.”
The problem is often not in technology.
The pilot project itself is not the problem – but the organization behind it is
Many companies assume that a pilot has to prove the technical feasibility in the first line.
However, our experience shows that pilot projects are stalled because no one manages the pilot like an independent project.
Five reasons why pilot projects get stuck
1. A clear test concept is lacking
Many pilot projects start with a lot of motivation – but without a concrete plan.
A project team is put together, the tool is provided and then you first see what happens.
What sounds pragmatic at first often leads to uncertainty in practice. Before the actual pilot begins, there are a few basic questions that should be answered:
- What functions should be tested at all?
- Which workflows are in scope?
- How many languages or business units are included?
- Who tests which use cases?
- How do we know that the pilot was successful?
Equally important is a suitable basic configuration. Because meaningful results can only be achieved if the system is adapted to the defined test framework.
In the absence of this preparation, the pilot quickly develops into an uncoordinated trial and error. Different people test different things, results are hardly comparable, and in the end there is no basis for an informed decision. We will be happy to help you set up a pilot from the start of the concept design, because already here a lot is decided for the success of the project. Get in touch with us!
2. There is no clear project manager
A pilot also needs someone to control the project.
Who is organizing the next tests? Who reminds of open tasks? Who prioritizes topics? Who makes decisions or obtains them?
If these roles are not clearly defined, the pilot will quickly lose momentum. Tasks remain not done, discussions are postponed and no one feels responsible for actively advancing the project.
3. The pilot loses against daily business
In day-to-day business, operational tasks almost always have priority.
Test cases are postponed, feedback is delayed or not received at all, and important findings are missing.
As a result, the pilot cannot fulfill its real task: to create a robust basis for decision-making.
4. Problems are detected but not solved
Every pilot brings challenges.
Perhaps realistic test data is missing. Perhaps the technical setup is not yet optimal or a workflow is not working as desired.
Such findings are not a failure – they are exactly the reason why you perform a pilot.
It only becomes problematic when these topics are captured, but never prioritized or edited. Then the list of open points grows – without the project really developing.
5. The pilot continues to grow
“As we’re already testing, we can add that language.”
“Or this business unit.”
“Or this special case.”
What was originally planned as a manageable pilot project is gradually becoming a major project. At the same time, there is an increasing demand to rule out any eventuality before the rollout.
But that is not the target of a pilot. It is not intended to deliver the ultimate wooly milk sow, but the decisive insights needed to make a sound decision.
The larger the pilot grows, the more difficult it will be to make a decision – and the greater the risk that the project will never actually be completed.
Why this can be expensive
A pilot which runs for months or even years retains resources – often without creating real added value.
Employees invest time in meetings and tests. External service providers are involved. At the same time, the basis for a decision is missing because tests remain incomplete, responsibilities are unclear or the pilot continues to grow.
In addition, there is a psychological effect: the longer a pilot takes, the greater the frustration.
What started as a manageable project suddenly seems complex, expensive and difficult to implement.
Not because the technology is bad – but because the pilot never had the structure it needed.
Our perspective
For us, a pilot is not a non-binding trial and error, but an independent project with a clear goal: to create a sound decision basis for the later go-live.
Therefore, we support our customers long before the tool has already been set up. We accompany the entire pilot process – from planning to decision-making.
Depending on the project, we take on exactly the tasks that are often missing in the pilot:
- Develop a suitable test concept,
- Define the test frame,
- Configure the system for the pilot,
- Coordinate and accompany tests,
- Evaluate results,
- Prepare the go-live.
This turns a pilot project into a solution that actually works in the company’s everyday life.
Sounds good? Get in touch with us – we will be happy to support you with your pilot, from concept design to go-live preparation.
Conclusion
A pilot is not a permanent condition.
It is a tool to reduce uncertainty and enable informed decision-making.
The ones who plan a pilot in a structured manner, steer it consistently and carry it out with a clear goal create the basis for a successful go-live.
Therefore, from our point of view, it is preferable to have a focused pilot with a clear endpoint than to have a pilot who tries to cover every eventuality – and never leads to a decision in the end.
