Every organization should have a computer incident response plan intended to serve two major purposes: to recover business functions as quickly as possible and to analyze what happened in order to take affirmative steps to decrease the chances of it happening again.
Recently, I reviewed a presentation about how to invest in a rising interest rate environment.
Recent events in the U.S., as well as policy changes abroad, have elevated the continued risk of reduced interchange revenue with respect to both credit and debit card programs.
About 20 years ago, a small group calling itself the African-American Credit Union Coalition held its first official annual meeting in St. Louis.
As the financial industry has grown more globalized and complex, institutions increasingly face dilemmas that challenge established moral and ethical standards.
When you go to a car dealer your intentions are never to pay the sticker price or the price you are told it would take to drive it out the door.
We have all heard the saying, “An ounce of prevention is worth a pound of cure.”
Was it right—or was it wrong? Were you paying attention?
Many credit union strategic planning sessions close with an objective or central idea that reads, somewhere along the lines of “Expand our digital reach to members,” or “Design a credit union-wide digital experience,” or “Increase members’ digital engagement with our credit union.”
This was a busy year with several factors converging in the investment services industry—increased competition, commoditization of advice, continued decreases in branch traffic, and growing fiduciary pressure.
