Updating the global scorecard

- published by the International Diabetes Federation (IDF) - contains the views of 125 IDF Member Associations from 104 countries on how far their national governments have progressed in responding to the diabetes challenge by December 2013 and sets the baseline for future monitoring.It enables IDF and its network of Member Associations to hold governments accountable to the UN Political Declaration on NCD Prevention and Control, and the global targets adopted at the 66 empowers the global diabetes community to track and report progress on diabetes, to highlight areas of good practice and to identify areas that may need targeted advocacy to encourage government action.

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View the scores now to see how the participating countries have performed.

Print copies of the Global Diabetes Scorecard are available to order online.

By contrast, the measures most companies track are bottom-up: deriving from local activities or ad hoc processes, they are often irrelevant to the overall strategy. What are the critical success factors in each of the four scorecard perspectives? What are the key measurements that will tell us whether we’re addressing those success factors as planned?

It is a top-down reflection of the company’s mission and strategy. The Idea in Practice Linking measurements to strategy is the heart of a successful scorecard development process. If we succeed with our vision and strategy, how will we look different 2.

Traditional financial measures describe how the company performed during the last reporting period—without indicating how managers can improve performance during the next. Fifteen to twenty distinct measures are usually enough, each measure custom-designed for the unit to which it applies.

This helps managers see where they have made trade-offs between performance measures in the past, and helps ensure that future success on one measure does not come at the expense of another. But a balanced scorecard requires managers to reach agreement on only those measures that are most critical to the success of the company’s strategy. Many companies track more measures than they can possibly use.The balanced scorecard also brings an organizational focus to the variety of local change programs under way in a company at any given time.As the benchmark against which all new projects are evaluated, the scorecard functions as more than just a measurement system. executive Larry Brady, it becomes “the cornerstone of the way you run the business,” that is, “the core of the management system” itself.Rockwater, an underwater engineering and construction firm, crafted a five-pronged strategy: to provide services that surpassed customers’ expectations and needs; to achieve high levels of customer satisfaction; to make continuous improvements in safety, equipment reliability, responsiveness, and cost effectiveness; to recruit and retain high-quality employees; and to realize shareholder expectations.Using the balanced scorecard, Rockwater’s senior management translated this strategy into tangible goals and actions.

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