A lot happened at the most recent CUNA GAC. Though I couldn’t attend, it was apparent even to this distant observer that an attendee couldn’t possibly experience it all. Unless you had two years to do so! Between the sessions, round tables, keynotes, and Hill Hikes, interviews took place for a variety of industry publications. I wouldn’t fault you for missing, oh, 90% of them!
One of these segments was shared by LSCU (the League of Southeastern Credit Unions, no affiliation). In it, they discussed disaster plans with Ted Koppel, namely, power grid failure strategies. As you know, a branch going down is an inconvenience. Imagine if an entire city was dark for days. What services fail first? How do you manage member funds? Do we fall back to a cash (or seashell)-based economy?
You would be correct to say the primary concerns center around medical care, providing clean water, and distributing food to the community. But what about after that infrastructure has emerged? How long can you operate on battery backups and satellite phones if only overloaded mobile cell towers (usually on trucks) are available?
The discussion raises interesting questions and requires, wait for it, outside the “grid” thinking. Being an environmentalist, my first thought is focusing on adoption of solar and other self-sustained energy sources. These can substantially increase your capabilities during a utility outage, while fostering a community-based energy economy (think local farming, except your product is electricity). Plus, reducing emissions from energy production benefits everyone.
Your goal in building disaster resilience is to ask the right questions, ahead of time. But what if the “disaster” isn’t in a loss of power or something your crisis team cooked up? The other side of thinking “outside the grid” is to look at problems from a new perspective. Instead of considering how you can deal with a situation, imagine what you can do to avoid falling in to it entirely. How can you be, “off-grid”, as it were, to the issue?
Think of any challenges that arise throughout your member experience. Yes, coming up with simple ways to address them is important, but is it possible to eliminate the problem from ever occurring? I’ve seen a lot of credit unions using a graduated rewards program. However, none of them offer easy access to a chart showing what I need to do to be considered “Bronze”, “Platinum Plus”, or “VIP Gold”. I know these loyalty systems are tempting, but maybe you’re approaching them in a way which creates complexity no matter how well it’s planned. When the original iPod was released, a famous parody video emerged showing the packaging had Microsoft’s marketing team designed it. Sure, their final product told the customer a lot more, but, in reality, did it? Was the simplicity a crutch to be overcome or a victory in messaging on its own?
You’ve heard consultants suggest “outside the box” thinking. That’s so cliche. Who’s thinking “outside the grid”?