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Quantum Governance, L3C

Strategy Published Info

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The Seven Cooperative Principles: Democratic Control

Brigita Baltaca

The Latvian credit union movement has re-emerged after Soviet control to meet member needs and serve as a model of Democratic Control, Cooperative Principle 2.

The Seven Cooperative Principles: Voluntary Membership

Paula Martin

Vancity’s overarching brand, “Make Good MoneyTM,” focuses on Cooperative Principle 1. The CU appeals to people’s sense of wanting to belong to an organization that considers their own and their community’s long-term health.

The Seven Cooperative Principles: Members’ Economic Participation

Sarah Taylor

ASI Credit Union strives to move people up through the cycle of credit, to create pathways out of generational poverty, in its focus on Cooperative Principle 3.

Stretching Your Planning Horizon

Gerald “Gerry” Agnes

Despite, a challenging economy and fast-changing environment, Elevations CU focuses on the longer term, using a rolling five-year plan and two facilitated board planning sessions per year. Its goal: developing and executing a well-defined strategy, rather than over-planning and under-executing a ‘perfect plan.’

Case Study: Differentiating the Sunova CU Brand via a New Service Model

Edward A. Bergen, CCE

Manitoba CU introduces new franchise branches unlike any other in the Canadian marketplace.

Market-Driven, Bottom-up Strategic Planning

John Oliver

High-performing organizations use practical and measurable bottom-up planning processes for the benefit of their stakeholders

Segmentation Strategy

Hank Hubbard

A Q&A with Communicating Arts CU President/CEO Hank Hubbard on his CU’s success strategies for serving inner city Detroit

Differentiation Strategy

Jeff March

Citadel Federal Credit Union uses Citadel Class ServiceSM to set itself apart in the marketplace.

Cost Leadership Strategy

Rick Heldebrant, CCE

This large CU keeps expenses low and products simple to provide low-cost, high-quality services to long-term members.

Strategic Partnerships

Brian Scott

A strong strategic partnership takes into account the working knowledge, technical expertise, and operational understanding of a credit union’s executives and board members and marries it with ideal suppliers within the industry.

The Balanced Scorecard & Credit Union Boards

John Redding and Richard Kamm

The Balanced Scorecard is a powerful tool CUs can use to define "what success looks like" in achieving strategic goals. Reflecting their responsibility for setting strategic direction for their CUs, boards need to exercise a leadership role in developing and using the Balanced Scorecard as a core element of their strategic plans.

Board's Role in Creating High-Performance Credit Unions

John Redding and Richard Kamm

The high-performing CUs profiled in this study were not always high-performers. Their success occurred when they stopped trying to be all things to all people and identified something they could be the best at. While their success seemed to happen overnight, the groundwork was laid years earlier. Maybe more than anything, the creation of a trust-based board/management relationship combined with the enhancement of board capacities for strategic leadership proved indispensable to making the transition to high performance.

Keeping Strategy a Priority

Daniel Duran

Los Angeles Police Federal Credit Union uses a variety of tactics—including scorecards, consent agendas and other good governance practices—to ensure its board stays focused on its intended destination.

Managing Board Dynamics at Retreats & Committee Meetings

Barbara Wirtz

Managing group dynamics for productive retreats and committee meetings can require up to three proactive steps: (1) develop a shared commitment to applying the underlying principles of good group dynamics, (2) create a well-designed structure that supports good group dynamics for every retreat and committee meeting, and (3) bring in a skilled facilitator or ensure the group leader is skilled in group facilitation.

Balancing Strategic Differentiation and Operational Execution

Terrence Roche

Your CU’s five- and 10-year strategic vision isn’t likely to change much. How do you translate it into your goals for next year?

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