Strategic Planning

 "Strategic Planning for credit unions and community banks has two purposes, to create transformation and differentiation. Anything less than that is a waste of resources and time."

At L2L, whether we are doing strategic planning for the entire organization or helping to align the strategies of each business unit, we seek to define a better future. But more importantly, we also develop an implementation plan for the strategy and set agreed upon milestones for tracking and monitoring progress toward this new future for credit unions and community banks. When you do strategic planning with L2L we do not create a hand-off document but a road map to success; it is a partnership.

Organizational Strategic Planning

Create a future of possibilities and differentiation, These facilitated conversations will establish a clear direction for identifying your Mission, Purpose, and Promise 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.

Data Strategy

Designing a plan for aggregating and mining your data sources so data can be used for strategic decisions, operational efficiency and effectiveness and marketing efficiencies.

Digital Transformation

Building a digital strategy that prepares the organization to compete in the digital economy: branch, culture, operations, lending and risk tolerance.

Business Development Strategy

Reinventing Business Development to partner with employer groups of scale (100 or more employees) and to create a consultative sales culture across the organization.

Cultural Transformation

A branded culture will differentiate the organization in a way that cannot be easily replicated. It is one critical way a credit union or community bank can create a new competitive business model that is sustainable. This is a process to help a financial institution fully understand their brand and leverage that brand to transform their culture, service style, and staff, at all levels.

The L2L Strategic Planning Process:

Strategic Planning for Future Success (SPFS)

Strategic planning isn’t just about dreaming big, it’s about knowing your members, and your culture, values, purpose, and ability to execute on things that matter.

·      What your credit union needs is a plan that yields the right results

·      What your credit union needs is clarity of what their members, employees, and board are worried about and which of these “disrupters” can potentially impact the credit union’s future

Working with Rich Jones of Leading2Leadership LLC, you will understand how to bring operational, project, org. structure, and cultural alignment to your strategic planning. With this alignment, you will create a future that allows you to make the essential transformations to Credit union. The goal is to ensure the organization can sustain while helping their client/owner credit unions to sustain into the future.

This Strategic Planning for Future Success (SPFS) process uniquely includes how to connect strategy to culture and execution. SPFS is a three-step process, Discovery, Strategic Planning, and Launching the Business Plans to guarantee realization of the identified strategic future. This process is designed to acknowledge all elements of strategic planning that includes intimately understanding your credit union, your credit union owners and clients, identifying where your dredit union needs to improve, how your credit union needs to change or transform, how your credit union can better differentiate themselves in the market and, most importantly, what the credit union needs to do to operationalizing the strategies, setting the stage for successful execution. Additionally, some time will be invested to make certain the organization structure and the culture are aligned to support strategic execution. The primary purpose of Strategic Planning is making certain everyone is doing the right work, at the right time, the right way and that the credit union is doing the work to ensure they remain a relevant and viable banking options for their members. The details are below:

Step One – Discovery – One day onsite

During discovery Rich will learn about your credit union. Through these interviews, L2L will learn the existing strategic plan and how the company has executed on that plan. L2L will learn where you are coming from, how you got to where you are, how strategically and culturally aligned your organization has been. I will also learn what you are good at, what you are doing well, and where you struggle and need improvement. I will learn how strong current strategic linkages are between all employees.

The Discovery Process:

Rich will learn the above strategic elements by interviewing key strategic stakeholders and the C-suite and management of your credit union.

This one-day, deep dive, into the credit union, will allow me to be in a position to facilitate the heart and soul of strategic planning, steps two and three, while making recommendations of how to get strategic alignment, top to bottom and bottom to top.

The deliverable of Discovery will be a documentation of what I learned about your credit union, including your strategic and cultural alignment, your strengths, your weaknesses, and often some surprise “Ah Ha” moments. This document, Team Engagement Report, is anonymized so interviewees can feel comfortable telling their personal truth. In the Team Engagement Report, Rich will make specific recommendations on steps the credit union must take to create strategic, industry, and cultural alignment. We anticipate 8-12 interviews of 25-55 minutes each during Discovery (a suggested list of interviewees will be made available so the credit union can arrange the interview schedule.)

Step 2 – Strategic Planning with the Board and Management – two days onsite

This step, Strategic Planning is done 15-30 days after Discovery. This allows L2L time to document our learnings from the discovery session and present the Team Engagement Report to the CEO for comment. It is also helpful to share this document with the leaders at Credit union for their ingestion prior to the Planning session. The agendas for Strategic Planning are:

Day One – Strategic Planning Session agenda with Board and Management:

I.     CEO kicks-off the day – 10 minutes

II.     “Disruption and the Impact on Your Client Credit Union’s Future” - 60 minutes – Rich - PowerPoint

III.     Review of the Team Engagement Report - 30 minutes – Rich - PowerPoint

IV.     Discussion of the Team Engagement Report - 30 minutes – Rich and CEO facilitate

V.     SWOT - 60 minutes - Rich facilitates

Lunch – 45 minutes

VI.     Dreaming Big – In a perfect world, who do you want to be and how do you want to serve your clients and their members better in the future? - 60 minutes - Rich facilitator

VII.     Which of these are “run the company” and which are “change the company?” - 15 minutes - Rich facilitator

VIII.     Is one of these a BHAG (Big Hairy Audacious Goal) that you find scary - 15 minutes - Rich facilitator

IX.     Narrow the list to 3-6 critical strategies - 30 minutes - Rich facilitates

X.     Review of the day, Rich’s insights - 15 minutes

XI.     Participant’s insights from the day - 30 minutes - Rich facilitator

XII.     CEO’s insights for the day - 15 minutes

XIII.     Next steps - 10 minutes - Rich and CEO identify

XIV.     CEO closes - 10 minutes

Day Two agenda with the Credit union Team

I.     CEO Kicks off - 10 minutes

II.     Expectations for the day identified - 10 minutes - Rich

III.     Reviewing strategic objectives defined in the prior day - 10 minutes - Rich and CEO

IV.     Defining Strategic Ownership – what does this involve - 10 minutes - Rich

V.     Assign Strategic Ownership – 60 minutes - Rich facilitates with input from CEO

Lunch – 60 minutes

VI.     Identify how each strategic objective will be measured - 60 minutes - Rich facilitates

VII.     Set “due dates” for a business plan for each strategic objective - 60 minutes = Rich and CEO facilitate

VIII.     Recap of day - 10 minutes - Rich and CEO

IX.     CEO closes - 10 minutes

Step Three - Strategic Business Plan Presentations – one day onsite

This meeting should be scheduled 30-60 days after Stage Two. Each Strategic Objective owner will present to the credit union team their plan for execution of the strategic plan. These presentations should be 30—45 minutes long and detail the initiatives and projects that need to be completed to attain the strategy objective in the next three years, quarter by quarter. It will be understood the detail will be more complete with the next few quarters and less detailed as you move farther out on the calendar. The agenda for the day is:

I.     CEO Opens the day - 10 minutes

II.     Rich Sets the Stage - 10 minutes

III.     Presentations

a.     2-3 hours

b.     Strategic owners

Lunch – one hour

IV.     Review the definition of each strategic as “run the company” or “change the company” - 30 minutes - Rich facilitates

V.     Negotiating and establishing Priorities for resource allocation and budget demands - 60 minutes - Rich and CEO facilitate

VI.     Next steps - 10 minutes - Rich and CEO

VII.     Reflections from the day, the entire process, and the call to action - 30 minutes - Rich and CEO

VIII.     Comments from the credit union Team - 30 minutes - Rich facilitates

IX.     CEO Closes - 10 minutes

Strategic Planning Benefits

1.     Facilitate Culture Shift: There will be great resistance during the onset, and it takes a lot of effort to lead the team through it.  It is time to Play to Win, instead of playing not to lose

2.     Create a Cadence of Accountability:  Productive team members will thrive in a culture of accountability that is frequent, positive, and self-directed.   If one person is swept up in the whirlwind, the rest will be there too.

3.     Maintain a Living, breathing Marketing Plan:  We need to know how and when to Course Correct; expect the unexpected.

 

Optional Strategic Planning Addons:

Kickoff – 3 months.  - Help through the initial effort for the strategic owners.

-       Four weekly meetings with tactical owners in month one (tele-conference)

-      Biweekly in month two (tele-conference)

-       One onsite meeting (travel billed separately) in month three.

Cadence – 6 months.  - Help Reach a Cadence

-       Four weekly meetings with tactical owners in month one (tele-conference)

-       Biweekly in month two and four (tele-conference)

-       Two onsite meetings in month three and six (travel billed separately.)
 Partner – 12 months.   - Sustain the well-oiled machine

-       Four weekly meetings with tactical owners in month one (tele-conference)

-       Biweekly in month two, four, five, seven, eight nine, ten and eleven (tele-conference)

-       Three onsite meetings in month three, six, and twelve (travel billed separately.)

Monthly Meeting Content for the addons: Owners will meet as a group and to talk about progress and the lead measures.  We will highlight successes and analyze failures.  Some of the failures can be taken offline (follow ups) for one-on-one meetings if necessary.  It is important, however, to meet as a group so everyone understands this is not ONE person’s plan, it is the TEAM’s strategic plan.  We’ll work through the following as a team:

§  What are the barriers to success?

§  How can we overcome these barriers?

§  How will disruption in one area affect another area?

§  What resources need to shift?

§  Do we need to adjust our strategy due to outside influences?