central 1 update 2018 ontario directors’ meeting 1 update... · 2018-10-15 · central 1 update...
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Central 1 Update2018 Ontario Directors’ Meeting
Bill Kiss
Chair, Central 1 Credit Union
Agenda Strategy update
UX Platform
Organizational Health
Governance update
Our visionTo be the national partner of choice for financial, digital banking & payment solutions
Our purposeLeveraging our scale & expertise, we power progress for credit unions to enhance the financial well-being of all Canadians
Our foundation is strong
Our valuesCuriosity / Collaboration / Courage
Challenges facing credit unions
Disruption
Competitiveness: As banking
enters the next curve of disruption,
Canadian credit unions will be
challenged to respond effectively
Relevance: Looking forward, credit
unions are also struggling to attract
the next generation of members
(and source of renewal and growth)
Impact: The financial headwinds
facing credit unions in Canada will
likely only accelerate
Growth
Challenges
Spending
Challenges
Disruption in banking is accelerating
Outside the zone
of digital disruption
Digital
disruption
Digital
transformation
Heading into
disruption
Mining
Manufacturing
InsurancePharma
Media &
Entertainment
Telecom
Education
Retail
Books,
newspapers
Music Gaming
Banking
The number of credit unions has been cut in half
The share of deposits for credit unions is down by 24%
Liquidity ratios for credit unions are down by 20%
We are already seeing the
impact of these forces.
Over the last decade…
…investing in technology – the Big
Five banks are spending 3x more on
technology alone than the total operating
expenses of the credit unions
…and operating more efficiently –
credit unions spend 30% more on
operating expenses than banks
Meanwhile, competitors are…
In the face of this
disruption, the role
of Central 1 becomes
very clear.
Our job is to provide solutions that allow
our members to remain highly competitive,
deeply relevant, and drivers of impact in
their communities. Our five-year strategy
outlines our path to this end-state.
Our aspiration through 2023is to enable member excellence,
leadership and impact through a healthy,
high-performing Central.
PAYMENTS
…deliver secure,
stable and low-cost
infrastructure
CORPORATE
…help members create
value with risk
management, talent,
operations, marketing
and procurement solutions
FINANCIAL SOLUTIONS
…provide scale and
differentiated solutions while
maintaining liquidity strengths
DIGITAL BANKING
…provide a world-class platform,
associated ecosystem, and
advanced data capabilities
Our aspiration will enable
each business line to…
We have refined our Strategic Pillars
Core mandate:
Ensure a secure MLP structure and stable
payments infrastructure
Client
centricity
Operational
excellence
System
Leadership
Put our clients first
with differentiated
products that drive
their relevance
Improve client
competitiveness
through improved
journeys, efficiency
and cost ratios
Support client
impact by bringing
together an
ecosystem of
partners
We will be focused
UXP will now be our core platform
Driving forward to be the national provider of choice in Treasury
Our platforms will be designed to enable partnerships
ILLUSTRATIVE
3
2
1
We will target both CU and non-CU
clients to maximize scale and
system value
We will proactively develop
partnerships as a platform-first
provider, bringing the best
capabilities to our clients
We will provide choice in our
offerings, with products that are
individually competitive and
collectively comprehensive
Digital & Payments
Wires E-transfers AnalyticsDirect
bankingPaper
Large
CU
Large
CU
Med
CU
Med
CU
Small
CU
Small
FIFintech
Non-
bank
FintechService provider
partner
Bill pay Cards AFT
Service provider
partnerFintech
1 32
Our opportunities of high growth
Small BusinessWe will help our
members build on their
existing strength in the
Small Business
segment, which employs
9 in 10 Canadians
Data and
AnalyticsWe will use the best
capabilities from the
Information Age to help
our members serve
their members
Investing in our Five-year strategy
We will be making a substantial investment in our technology roadmap in order to enable our strategy
We have created a 5-year forecast with our Finance team and have confirmed that these investments in our strategy are sustainable
Delivering our commitment
Deliver, not just build
We will build innovative and
strategic partnerships (and
recalibrate some of our existing
ones) to better serve our members
Build Strong Get the basics right
12-18 months
Be Bold Pick our spots for growth
18-36 months
DeliverEnable member impact
at scale
36-60 months
Three horizons for
our growth
To achieve our aspiration, Central 1 must balance performance and health
Performance/
Strategy
Health/
Culture
How we align ourselves,
execute with excellence,
and renew ourselves to
deliver our strategy
What we do to improve how
we develop products and
services, package them into
solutions, and deliver them
to our members and clients
Where we are going
Our overall health aspiration
We will succeed through deep innovation and agile operations,
driven by a clear understanding of our clients, competitors and our
roles and accountabilities at Central 1
Four priority areas
1 2 3 4Role
ClarityPersonal
Ownership
Capturing
External Ideas
Bottom-up
Innovation
What you’ll see from Central 1
“I see my leaders,
colleagues, and staff
behaving differently”
Role
modeling
“I know what is expected
of me – I agree with it,
and it is meaningful”
Fostering
understanding
“I have the skills and
opportunities to behave
in the new way”
Developing talent
and skills
“Barriers are being removed
and I’m being rewarded for
making the changes I am
being asked to make”
Systems and
processes
“I choose
to change my
mindset and
behaviour if …”
Our digital future
UX Platform Implementation
Every decision is focused on our clients’ success.
The digital experience is
your largest branch.
PartnershipWe are stronger together
How We Develop
How are we doing?
We are on target for an October launch
Continuing to build our Roadmap
MOBILE
PUBLIC SITE
ONLINE
ALL
CENTRAL 1
DIGITAL
Evolving our thinking
VALUE
Central 1
Service Providers
Fintechs
Defining our Digital Vision
What do
we need
from you?
1 / Get onboard
WAVE Wave 0 Wave 1 Wave 2 Wave 3 Wave 4 Wave 5 Wave 6 Wave 7
START UnderwayJul
2019
Oct
2019
Jan
2020
Apr
2020
Jul
2020
Oct
2020
Jan
2021
# 11 20-30 35-50 40-50 40-50 40-50 30-40 …
2 / Stay informed
uxp.central1.com
your Relationship Manager
[email protected] source for all program news and updates
October 28-30, 2018
Parq Vancouver
Today’s ingredients for tomorrow’s
successful financial institution
Preparing for Payments Modernization
The UX Platform & the digital branch
The Age of Data: insights at scale
+ 6 breakout sessions
+ 3 fantastic keynotes
Transformation Office PrioritiesTechnology CBS Rewrite
Financial Modernization Application
Data Foundation
Infrastructure enhancement
Organization & Process improvement
UX Roadmap Planning & Execution
Payments Modernization
Performance Procurement Pilot
National Treasury services
Treasury consulting
Design Centre of Excellence
Risk Communication
Client Development
Partnerships
Financial Transformation
Our payments future
Payments Modernizationfor credit unions & changes to payments pricing
Payments Modernization Project Pillars
Where we
are now
Payments Modernization Update
Successfully Implemented!
September 17, 2018
Automated Funds Transfer (AFT)
Third File Exchange
Next Milestone:
October 15, 2018
2-hour funds availability
Updates, Education & Implementation:
www.cupaymentsmodernization.com
Six questions every CU should be asking
Maximizing data
Client journey
Lessons learned
Key partners
Enterprise agility
Talent strategy
Welcome new members of the executive team
Arvind Sharma
Chief Digital &
Payments Officer
Sheila Vokey
Chief Financial Officer
Elizabeth “Buffy” Duke
SVP, Client Development
Coast CapitalFederal
Continuance
Leaders Wanted
Central 1Nominations and Elections Process
Recruiting the best to our Board
NEC oversight
13 Class A members
Expertise to support strategy
Opportunity to learn and grow
Governance Review
Focus on cooperative environment
Federal credit union
impact
Director numbers and skills
Thank you