Plan for success

·26 min·2 clips

Daniel Burrus explains why a static plan becomes obsolete as technology disrupts industries mid-execution.

Jennifer Plager, Managing Editor of CUNA News, interviews Daniel Burrus, a technology forecaster and author. Burrus begins by critiquing static planning, arguing it becomes obsolete amid rapid technological disruption. He advocates for dynamic planning that adapts to changing conditions. Burrus introduces his methodology of categorizing trends into hard trends, which are future facts like demographics, technology, and regulation, and soft trends, which are assumptions that can be changed. He explains that hard trends allow organizations to see disruptions before they occur and pre-solve problems. Burrus cites examples like baby boomers aging and the rise of AI as hard trends. He contrasts change, which is reactive, with transformation, which is proactive and comes from within. Burrus advises credit unions to spend one hour weekly focusing on future certainties and identifying must-do actions based on hard trends. He stresses the importance of maintaining and elevating trust with members when implementing new technologies. Burrus warns against being too busy with daily operations, which can lead to missed opportunities like Uber or Airbnb. He encourages credit unions to become positive disruptors by embracing new tools like AI and blockchain. Burrus envisions future credit unions as collaborative, data-driven organizations that enhance member relationships through digital and physical integration. He highlights challenges such as legacy thinking and conservative attitudes, urging innovation by learning from other industries. The episode concludes with Burrus expressing excitement about credit unions' potential to transform services.

As heard by us

Daniel Burris gives credit union leaders a practical lens for dynamic planning, hard trends, soft trends, transformation, and data discipline.

Daniel Burris treats planning as something that has to keep moving, especially when technology keeps changing the ground under credit unions. He makes the case against locking into a static two-, three-, or four-year plan, then gives leaders a cleaner way to sort what is coming:…

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Why you'd press play

You want a plan that can bend with disruption instead of politely waiting for the future to arrive.

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