December 31, 2014 is my final day at Eli Lilly FCU (soon to be know as Elements Financial). Rumors of my retirement at premature, it just isn’t in my DNA. Rich 4.0 (see https://leading2leadership.com/2014/08/02/rich-4-0-the-reinvention-of-self/) will be working as an independent strategy consultant or with a progressive bank/credit union vendor. My core competencies include the following:
Digital transformation – building a digital strategy, the tactics, the organizational roles and an execution plan for organizations that want to compete in the digital economy. This includes digital transformation of the branches, digital transformation of the culture, digitizing operations and lending and identifying a risk tolerance for compliance and regulation in a digital world.
Marketing strategy – building a marketing plan that meets the organizational KPIs using a blend of traditional, digital (including mobile) and branching strategies. This could include a marketing audit and/or branding, social media and website strategies. I am expert at connecting the financial needs to the organization to their marketing strategies.
Business Development strategy – Reinventing BD to partner with employer groups of scale (100 or more employees.) This could also include designing a performance based compensation plan and job descriptions for BD as well as engagement strategies for the employees of the partner companies.
Data strategy – designing a plan for aggregating and mining your data sources so data can be used for strategic decisions and marketing efficiencies. This could include sourcing of MCIF software/services, job descriptions, creating a glossary if definitions for data and plans to assure data integrity.
Cultural transformation – Knowing service will not differentiate a company, A culturally branded culture can differentiate the organization in a way that cannot be easily replicated. This is a process to help an FI understand their brand and use that brand to transform their culture so that staff at all levels represent the brand values, promise, essence, mission and values.
Leadership development – defining the credit union’s leadership culture, creating an internal mentoring program for leadership development and succession planning. This could include a leadership audit to discover the credit union’s leadership strengths, opportunities, sacred cows and detractors/defectors.
Strategic planning – using proven planning techniques, this engagement is designed to help your organization create a future of possibilities and differentiation; what strategic planning should be. I will facilitate conversations with Senior Management and the Board of Directors that establish clear direction for identifying your Mission and navigating the organization to your Vision of the future. We will identify what the “end” looks like, how it will be measured, and set clear milestones along the way to monitor progress.