DDJ Myers releases second white paper in series; Undertaking the Merger Process

Phoenix, AZ: “Undertaking the Merger Process”, Part Two in the three part series of white papers, “Credit Union Leaders Plan Post-Pandemic Merger & Acquisition Strategies” has been released by DDJ Myers. 

Should your credit union consider a merger? In their latest podcast, Deedee and Peter discuss how building a proactive strategy can set you up for [...]

Hard work pays off for six deserving students.

Phoenix, AZ: DDJ Myers and the Myers Family Foundation are proud to honor local students and have awarded over $6,000 in scholarships to six deserving students. Requiring participation in an often under-appreciated extra-curricular activity while in high school adds a unique twist to this award. DDJ Myers applauds everyone who follows their passion with enthusiasm and dedication.

The Fourth Industrial Revolution necessitates that credit unions employ data-driven decision making to refine their financial operations and maximize razor-thin spreads. During this webinar, we’ll walk through how some credit unions are employing DDDM to more broadly evolve their operations, focus their talent, and deliver greater value to the membership.

The average board member is now in the midst of, at least, their third major governance challenge. Most board members today played critical roles during the Great Recession, have overseen a change in CEOs, and now find themselves navigating an increasingly complex and unpredictable confluence of external variables. The potential role and capability of boards in the 2020s will undoubtedly be informed by the last ten years of governance practices.

Nationwide, credit union boards are experiencing a similar challenge in finding the best possible talent to serve in a volunteer capacity (apparently citing the potential liability is not a great selling point!). The old method of recruiting and onboarding directors no longer works, and many boards are scrambling to fill a single position.

DDJ Myers highlights the best practices for board recruitment that will result in a pool of well-qualified and eager candidates who are ready to contribute in a fiduciary and strategic capacity.

In this discussion, we’re talking all about the competitive landscape that requires boards to operate in a strategic capacity. We’re taking a look at the critical steps on the path to reaching new levels of strategic insight, capacity, and impact as a contributing board.

We’re discussing the central characteristics in executives that have transitioned from being tactically effective to strategically impactful, and shedding light on what it takes to enact a strategic perspective to create meaningful and long-lasting change.

By Peter Myers 

In our most recent post, we were encouraging boards, like the organizations they oversee, to reevaluate some of the standard practices that have always informed their business (like members no longer coming into branches). Historically, that would have been a crazy suggestion. Following suit, what are the unmentionable topics boards should discuss? We believe board composition and succession is one of them.

The Board Alignment Assessment provides an objective framework for boards to have grounded conversations about board best practices. The idea is not to score 100% on everything but to assess alignment on the variables that influence and impact board performance.