More for Members: Credit Union Leaders Plan Post-Pandemic Merger & Acquisition Strategies

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.

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Now what? Build a merger strategy and take action

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.

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Move forward with purpose, people and community

Part Three: The Newly Merged Organization

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.

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The Missing Link in Strategic Execution: Developing Mid-Level Leaders

To realize tomorrow’s strategic priorities, today’s mid-level talent must recognize and respond to the challenges that emerge in a continually shifting business landscape. Keeping pace with a steady stream of evolving threats and opportunities cannot be accomplished solely through the top-down dissemination of organizational priorities. What should emerge from the executive level is a culture steeped in learning, empowerment, and intentional practice as a firm foundation on which to establish and implement relevant strategies. Toward that end, effective leadership development addresses the whole person using holistic learning to transform leadership potential into sustainable, responsive performance. Strategic execution is difficult to teach.

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