Now that the merger has been planned out and the paperwork has been executed, it’s time to activate the most valuable asset to the credit union – its people. Part Three looks at the many ways the new organization can utilize their staff to create a smooth transition. Engaged employees will feel valued and be advocates for the transition both in the office and in the community. This energy ensures success of the new brand, organizational structure and overall success of the organization.
Part Two: Undertaking the Merger Process
As the series continues, Part Two jumps into building a strategy when contemplating a merger. While maintaining a focus on their members, leaders should examine the potential benefits including leveraging economies of scale, expanding their geographic footprint and adding to their talent pool. Experts from across the industry weigh in on possible benefits, obstacles, the importance of culture and much more in this in-depth report.
Part One: Merger Considerations in the Post-Pandemic Age
While the pandemic caused many credit unions to hit the brakes on potential mergers, the recovery has been an impetus for others to begin researching their viability. Learn about what credit union leaders expect in the coming year, and what you need to know to construct an effective strategic merger plan in this whitepaper from DDJ Myers. The report covers several factors that will influence merger and acquisition activity, including: rapid shifts in consumer expectations, accelerated technological transformation, persistent regulatory pressure, and evolving financial and competitive challenges.
This white paper outlines DDJ Myers’ approach to developing the talents of mid-level contributors and managers to become strategic players in their organizations. The award-winning Emerging Leaders Program (ELP) empowers and engages participants to enhance their competencies, strategic orientation, and productive relationships with peers, executives, and staff.