{"version":"1.0","provider_name":"INTOSAI Journal","provider_url":"https:\/\/www.intosaijournal.org\/es\/","author_name":"Dafina Dimitrova","author_url":"https:\/\/www.intosaijournal.org\/es\/author\/dafina-dimitrova\/","title":"Gesti\u00f3n estrat\u00e9gica cuando todas las apuestas est\u00e1n echadas - INTOSAI Journal","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"ju1a3x7IhC\"><a href=\"https:\/\/www.intosaijournal.org\/es\/journal-entry\/strategic-management-when-all-bets-are-off\/\">Gesti\u00f3n estrat\u00e9gica cuando todas las apuestas est\u00e1n echadas<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/www.intosaijournal.org\/es\/journal-entry\/strategic-management-when-all-bets-are-off\/embed\/#?secret=ju1a3x7IhC\" width=\"600\" height=\"338\" title=\"&#8220;Gesti\u00f3n estrat\u00e9gica cuando todas las apuestas est\u00e1n echadas&#8221; &#8212; INTOSAI Journal\" data-secret=\"ju1a3x7IhC\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script>\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/\/# sourceURL=https:\/\/www.intosaijournal.org\/wp-includes\/js\/wp-embed.min.js\n<\/script>\n","thumbnail_url":"https:\/\/intosaijournal.org\/wp-content\/uploads\/2023\/02\/Web-SPMR-collage-feature-graphic.jpg","thumbnail_width":773,"thumbnail_height":564,"description":"Cuando la pandemia de COVID-19 golpe\u00f3 en marzo de 2020, 22 equipos de Entidades Fiscalizadoras Superiores (EFS) que participaban en la iniciativa Estrategia, Medici\u00f3n del Rendimiento y Presentaci\u00f3n de Informes (SPMR) de la Iniciativa para el Desarrollo de la INTOSAI (IDI) se encontraron en una situaci\u00f3n precaria. Hab\u00edan pasado m\u00e1s de un a\u00f1o evaluando su rendimiento y elaborando un plan estrat\u00e9gico, que parec\u00eda ponerse patas arriba ante..."}