What Gets Measured Gets Done : Using a Corporate Scorecard to Drive Greater Investment Impact
In 2018, International Finance Corporation’s (IFC’s) shareholders authorized a capital increase of 5.5 billion dollars, the largest increase in its history. The capital increase was based on a strategy that emphasizes creating markets and mobilizin...
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| Format: | Brief |
| Language: | English |
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International Finance Corporation, Washington, DC
2021
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| Online Access: | http://documents.worldbank.org/curated/undefined/280061640063511333/What-Gets-Measured-Gets-Done-Using-a-Corporate-Scorecard-to-Drive-Greater-Investment-Impact http://hdl.handle.net/10986/36768 |
| Summary: | In 2018, International Finance
Corporation’s (IFC’s) shareholders authorized a capital
increase of 5.5 billion dollars, the largest increase in its
history. The capital increase was based on a strategy that
emphasizes creating markets and mobilizing private capital
and came with ambitious operational undertakings designed to
ensure IFC’s place at the forefront of development finance,
and to reinvigorate development in the world’s most
challenging environments. To help implement these hefty
undertakings, measure progress, and motivate staff, IFC took
a fresh look at how the Corporation uses operational targets
to achieve strategic goals and overhauled its corporate
scorecard. Institutions seeking to implement a
transformational strategy, as well as impact investors and
development finance institutions balancing financial and
impact objectives, can learn from how the revamped scorecard
balances risk-taking with prudence, innovation with
traditional business priorities, and speed with governance,
to drive greater investment impact. |
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