Somewhere along the way, strategy got complicated. Charts replaced conversations. Growth targets overshadowed service improvements. And, too often, members — the people who own the credit union — became an afterthought in their own institution.
It’s not intentional. But in the race to grow, scale, and streamline, credit unions can lose sight of what built the movement in the first place: solving real problems for real people. That’s where strategy should start — and where it needs to return.
Credit unions were created to meet unmet financial needs. Today, those needs are changing rapidly. Life moves faster. Expectations are higher. Options are everywhere. If credit unions aren’t evolving their services to keep up — with purpose, speed, and clarity — members will look elsewhere. And they are.
Strategy That Starts with Members
The most effective strategic plans begin by asking: What do our members need next?
That’s the approach taken by a 10XCU™ in the Southeast — a credit union that doubled in size in just a few years without acquiring another institution. Their growth wasn’t accidental. It was intentional, grounded in constant feedback from members and a clear view of what mattered most to the people they served.
Their strategy didn’t start with, “How do we grow?” It started with, “How do we help more?” That subtle shift made all the difference. Products became more relevant. Technology investments became more focused. Staff training became more aligned with real member conversations. Growth followed naturally — not because they chased it, but because they earned it.
Are We Forgetting Who We Serve?
In planning sessions across the industry, there’s often a strong focus on expansion, asset milestones, and market share. But rarely does a strategic plan make clear how those goals tie back to improving members’ financial lives.
When member needs aren’t the lead story, strategy can drift. That’s how mergers get pursued for the sake of scale instead of service. That’s how new tech gets added without solving a pain point. That’s how service levels stagnate while dashboards still look green.
The danger isn’t just misalignment — it’s irrelevance. If members don’t see their credit union improving their experience, solving their problems, or anticipating their needs, they’ll disengage quietly. And they won’t come back with a survey comment. They’ll leave with their wallet.
The Merger Conversation
Mergers are not the issue; and, in many cases, they make sense. The idea sounds compelling: Two credit unions combine forces to become more efficient, more sustainable, more competitive. But if the value to members is unclear or assumed — not explicit and measurable — the strategy is incomplete.
Members aren’t asking for mergers. They’re asking for better service, easier access, faster decisions, and financial tools that fit their lives. If a merger supports those outcomes, great. But if the focus is just on creating a bigger credit union, it misses the point.
There are other ways to grow. Smarter ways. Ways that build loyalty, deepen trust, and drive usage. That’s where the 10XCU™ model focuses: strategic clarity, member relevance, and execution that actually delivers on the credit union promise.
Making the Shift
It’s time for boards and executives to recalibrate. Not to abandon growth, but to reframe it. Growth should be a result of member relevance — not a replacement for it.
Here are five ways to bring strategy back to the member:
- Lead with Member Voice – Begin strategic discussions with trends in member behavior, feedback, and needs. Growth goals should support those insights, not supersede them.
- Build Member-First Metrics – Alongside financial KPIs, track member outcomes: adoption rates, satisfaction scores, problem resolution, and loyalty indicators. Make them matter.
- Reevaluate Strategic Language – If members aren’t mentioned in every strategic goal, it’s worth asking why. Service isn’t a department. It’s the mission.
- Prioritize Service Innovation – Not every upgrade needs to be digital, but every improvement should be designed to make members’ lives easier, better, or more secure.
- Hold Leaders Accountable for Impact – Success should include how well leaders translate strategy into value for the member. Not just efficiency or volume.
Back to Purpose, Forward with Confidence
Growth, scale, and operational excellence matter. But they’re means, not ends. The goal — always — is to be indispensable to the members who choose to bank with their credit union.
There’s nothing wrong with pursuing excellence. Just make sure it’s defined by how well the credit union delivers on its promise to members. That’s the strategy that wins.
Jeff Rendel, CSP, is a leading strategic advisor to America’s credit unions. His 10XCU™ framework helps credit unions accelerate growth through member-focused strategy, execution, and leadership. Contact Jeff at jeff@jeffrendel.com or 951.310.7275.