that there really has been change in the organization. Second, it proves that the organization has successfully managed it. 2. In the News: Once a week, dedicate time to identify a news story not directly related to banking and take the time throughout the day to think about what it could mean to your business in the future. Instead of saying to yourself, “That is interesting,” as you move to the next article, think instead, “What could that mean to my bank in the future?” Create a mechanism for staff to share their thoughts. 3. Your Future Self: Randomly select a series of days. At the end of the first day, reflect on something you did and how the activity could be different in the future. The work from the “In the News” exercise will help you in this one. Starting a shared journal is a great place for groups of people to share their thoughts and interact on ideas. This type of work is not a substitute for strategic planning. Detailed strategy work, tactical planning and resource allocation are critical to the organization’s success in the market. However, the process can be supported by creating space for creativity and innovative thinking sparked by the previously listed activities. PEOPLE AND TECHNOLOGY GSBC students can self-design two of their projects to meet their institutions’ needs. The two most popular topics are succession planning and technology solutions. Succession planning is more than deciding who will sit in which chair. To do it right, it takes time and an investment in people. Technology can be deployed to improve the customer experience, expand your market footprint and improve operational efficiency. Technology is accessible and relatively affordable, unless the organization makes the wrong selection. DECISION-MAKING As you look at your organization through the lens of these two critical areas (people and technology), would the decisions the bank makes be different if the organization had a longer-term vision for the organization? While the outcome is far from certain, the overall direction informed by a longer-term vision may influence how a board of directors thinks about its future leadership and talent retention. The direction of the bank should inform the technology investment and its priorities, leading to better long-term and efficient decisions. CONCLUSION Innovation and change can improve the bank and allow it to be the best bank for its community and customers. Community bank leaders should be mindful to open their imaginations to contemplate and define the best future for their banks and the industry overall. The author is responsible for this article and reflects the principles applied to student work at GSBC. The resources used to inspire GSBC’s approach are The Institute for the Future, The New Group Consulting Inc., The Anticipatory Organization by David Burrus and Imaginable by Jane McGonigal. INDEPENDENT REPORT | 25
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